The transformation agenda announced by CEO Howard Schultz in March 2008 had clearly framed Starbucks' renewal strategy to return the company to profitable and sustainable growth (Schultz , 2011). However, despite careful and meticulous planning, subsequent implementation of the agenda's changes was met with considerable cultural and environmental resistance (Koehn, Besharov, & Miller, 2008). In retrospect, the management team failed to develop effective strategies to address resistance to change, which created unexpected costs in terms of company resources and stakeholder goodwill. This document highlights key cultural and environmental resistance barriers to implementing the Transformation Agenda and formulates integrated strategies that would help overcome the barriers to change. Cultural and environmental resistance barriers Underpinned by an updated mission and a compelling new vision, the Transformation Agenda included seven strategic change objectives that would potentially have a significant impact on the financial and professional well-being of the company's partners, customers and shareholders. company, as well as its leaders (Schultz, 2011; Zegler, 2010). The successful implementation of desired changes, therefore, depended primarily on the acceptance and support of these important constituencies (Koehn et al., 2008). However, given the recent deterioration of corporate performance in an increasingly desperate economic environment and growing internal stress resulting from store closures and layoffs (“DATAMONITOR: Starbucks Corporation,” 2011), such acceptance and support appeared highly unlikely. Therefore, the Starbucks management team diligently applied its own knowledge and expertise, as well as that of recognized external experts. ., & Miller, K. (2008). Starbucks Coffee Company in the 21st century. Boston, MA: Harvard Business School Publications. Retrieved from http://custom.hbsp.com/b02/en/implicit/viewFileNavBeanImplicit.jhtml?_requestid=36673Kotter, J., & Schlesinger, L. (2008). Choose strategies for change. Harvard Business Review. Retrieved from http://hbr.harvardbusiness.org/2008/07/choosing-strategies-for-change/ar/1Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York: McGraw-Hill/Irwin.Schultz, H. (2011). Next: How Starbucks fought for its life without losing its soul. New York: Rodale.Zegler, J. (2010, June). New initiatives expand Starbuck's reach. Beverage Industry 101(18), 62. Retrieved on 25 January 2012 from ABI/INFORM Trade & Industry.