DOES SFO 2016 - Courtney Kissler - Inspire and Nurture the Human Spirit

INSPIRE AND NURTURE THE HUMAN SPIRIT

ONE FEATURE AT A T IME

Courtney Kissler, vice president, Retail TechnologyStarbucks

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MY JOURNEYOver 20 years in the technology industry

• Started as an infrastructure engineer in Ops at two start-ups

• Moved to Nordstrom for 14 years (held various roles in Ops and Dev, engineering and leadership)

• Recently started at Starbucks as VP of Retail Tech

• Very different to come in to an organization at a Senior leadership level

• Starbucks alignment and awareness of DevOps

WELCOME TO STARBUCKS

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STARBUCKS STORE GROWTH

19711988

19901992

19941996

19982000

20022004

20072009

20112013

20150

5000

10000

15000

20000

25000

24,000+ stores

70 countries

Courtney Kissler Hawkins

Let's visualize this differently...maybe just the % growth and I can talk about how that was due to entering the global markets

POINT OF SALE

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POINT OF SALEINNOVATION ACCELERATOR

• We need to continue to unlock the capability

• Technology should be the enabler for delivering value

• It’s an amazing customer experience and now it’s all about improving and scaling/growth

STARBUCKS TECHNOLOGY TRANSFORMATION

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STARBUCKS MISSION & VALUESOUR MISSIONTo inspire and nurture the human spirit – one person, one cup, and one neighborhood at a time.

OUR VALUESWith our partners, our coffee and our customers at our core, we live these values:• Creating a culture of warmth and belonging, where everyone is welcome.• Acting with courage, challenging the status quo and finding new ways to grow

our company and each other.• Being present, connecting with transparency, dignity and respect.• Delivering our very best in all we do, holding ourselves accountable for results.

We are performance driven, through the lens of humanity.

Starbucks Confidential – INTERNAL USE ONLY 9

STARBUCKS TECHNOLOGY

Talented Technologists

DeliveringToday

Leading Into The Future

Confident, curious, accomplished & proudTrusted, valued, transparent & insightfulAgile, timely, modern & value-driven Resilient, elastic, affordable & secure

Pioneering, inquisitive & game-changing

our m

issi

on


ACTIONS THIS PAST YEAR

First CTO - Silicon Valley vet, technology leader

• Entered organization conducting a lot of observing and listening

• Restructured senior leadership team - more focus, could go deeper

• Created a common vocabulary and shared understanding through a capability map

• Rebranded Starbucks IT -> Starbucks Technology

• Set clear vision/direction

• Strategic alignment, prioritization and focus, providing line of sight to teams, making work visible

STARBUCKS POS TEAM

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MY INTRO AND OBSERVATIONS• Team had a VALUE STREAM MAP• Already set a target of moving from quarterly to

monthly releases• Early stages of agile journey• Curious about lean and DevOps• Leadership alignment on value of data-driven

decision-making

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BURNING PLATFORM“If it hurts, do it more frequently and bring the pain forward” – Jez Humble

• POS technology becomes an enabler for innovation

• Team capacity is aligned with strategic priorities • Optimizing for speed to value


OUR RESPONSEProblem… Countermeasure…

Context switching Allocate 100% capacity to one initiative

Coordination and delivery timelines Value stream mapping

Silos Team structure by value stream

Are we working on the right thing? Line of sight to results/strategy

Prescribed processes and tools Minimal Guardrails


OUR APPROACH• Started with capacity required to support operational work

• Applied remaining capacity in priority order

• Reviewed team dynamics through the lens of:• Continuity• Skillset matched to work• Mentoring/pairing opportunities• Stretch assignments, new learning opportunities

• Made adjustments knowing that we will not get it right out of the gate and need to allow for flexibility


OUR APPROACH

• Serve others, share success

• Design for Joy• Simple, Elegant (flexible), Emotional Connection (meaningful

work)

• Show love for the brand


LEAN AND CONTINUOUS IMPROVEMENT

• Perfection of the product (maximize customer value)

• Perfection of the process (eliminate waste)

• Perfection of the individual (respect people)

• AND – HAVE FUN!!

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PERFORMANCE METRICS

• Speed of service is a focus

• Measure and make visible transaction duration across all stores

• Changes in technology (EMV) and operational processes (adding new beverages/food items) can now be inspected and validated

• Reliability• MTTR• Incident count


LEADERSHIP EXPECTATIONS• Living our mission and values

• Creating a culture of warmth and belonging, where everyone is welcome

• Acting with courage, challenging the status quo and finding new ways to grow our company and each other

• Being present, connecting with transparency, dignity and respect• Delivering our very best in all we do, holding ourselves

accountable for results

• Articulating the “why” behind every change• Honoring and extracting reality• Becoming students – Go & See (not Go & Tell)• Becoming coaches – creating a learning culture• Leading by example - actions matching words

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TEAM JOURNEY

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WHAT I NEED HELP WITH• On-going sharing• To hear more stories

about how leaders are investing in themselves and their talent to get ready for the future

QUESTION & ANSWER