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Coaching and Co-Learning — Our Attempt to Improve Starbucks
Three lean practitioners reflect on their pioneering coaching relationship at Starbucks, revealing how co-learning drives transformation—and why it often fails.
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Coaching and Co-Learning — Connecting Strategy and the Gemba at Starbucks
Three leaders transformed Starbucks by learning how work is actually done at the gemba, testing multiple approaches to introducing lean thinking, and proving lean principles…
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Coaching and Co-Learning — Improving the Work at Starbucks
Starbucks had $50M in annual coffee waste and 15% stockout rates—yet no one on the front lines could see the problem until they learned to…
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Coaching and Co-Learning — Leading Lean without Authority
In the final Starbucks coaching installment, Scott Heydon, John Shook, and Josh Howell examine what leading lean without direct authority actually requires.
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Sharing Inspiration and Learning with Lean “Cohorts”
LEI's weekly feature series has surfaced lean stories across seven practitioner cohorts — from executives and product engineers to healthcare systems and construction firms. Josh…
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