indra nooyi bcg

Although developed markets may not grow as fast as they have in the past, developing and emerging markets will grow faster. When all her guests came in, they ignored me. My honest belief is that corporations are little republics in their own way. In a conversation with Grant Freeland, senior partner and managing director of The Boston Consulting Group, Nooyi elaborates on her views about the changing nature of leadership. BCG.com will work better for you if you enable JavaScript or switch to a JavaScript supported browser. Indra Nooyi, chairman and CEO of PepsiCo, has spoken frequently of performance with purpose. How do we make sure that people who work for PepsiCo are able not just to make a living but also to have a life? As she pointed out in a recent interview, “The most important part of per-formance with purpose is the use of the word with. We need to think about the needs of a country and the way people live and behave in that country. The chairman and chief executive officer of PepsiCo explains how tomorrow’s leaders must develop a personal understanding of the markets and cultures in China, India, and other emerging markets. In periods of crisis, leaders can be tempted to take greater control and drive change from the top. How do you find the time when you’re running a company the size of PepsiCo? If you do not treat them right, people today will say, “Goodbye, we’re going to the next job.” The only way you can hold onto these employees is by hooking them emotionally to the company, through our business model and what we stand for. Performance with purpose is what I’d like PepsiCo to stand for. Aspiring CEOs have to understand that they are signing up for a lot more than CEOs did in the 1970s, 1980s, 1990s, and even four or five years ago. The Great Recession has only strengthened Nooyi’s belief that performance and purpose mutually reinforce each other. When I came back from India, I wrote to those parents and told them how much they contributed to the success of PepsiCo through the gift of their son or daughter. Aspiring CEOs have to understand that they are signing up for a lot more than CEOs did in the 1970s, 1980s, 1990s, and even four or five years ago. Not only do we have to learn the next leadership principle or the next management practice, but we also have to learn about technology and the younger generations. Our market capitalization is almost $100 billion. Some of its notable alumni include Pepsi CEO Indra Nooyi, Israeli Prime Minister Benjamin Netanyahu, and … Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. We are likely entering a period of low growth. CEOs have to become learning CEOs. We have enormous influence in the world. This is an old notion, but we must take it to a whole new level. In the developed markets, we work with large stores. PepsiCo’s emphasis on environmental sustainability, for example, is more relevant than ever today, because going green can actually save money and, along with other acts of citizenship, attract and retain the talent needed to succeed in difficult times. But the way people live east of the Middle East is vastly different from how they live in the rest of the world. First, we were very visible, doing as much walking around as possible. We set the agenda very, very carefully. The Great Recession has only strengthened Nooyi’s belief that performance and purpose mutually reinforce each other. The civilizations are vastly different. Not only do we have to learn the next leadership principle or the next management practice, but we also have to learn about technology and the younger generations. As you reflect on the last couple of years, what have you learned that surprised you? Unless you focus on purpose, you cannot deliver performance. Third, we undertook brutal prioritization. Our businesses in those markets need to tailor products, business models, and people practices to the local market. After gaining much prominence as a strategist, she received several job offers from some of the leading firms, including General Electric and PepsiCo. That’s the new reality. All rights reserved. But the way people live east of the Middle East is vastly different from how they live in the rest of the world. When I came back from India, I wrote to those parents and told them how much they contributed to the success of PepsiCo through the gift of their son or daughter. So the question is, How do you still give the consumer in India a choice? Half of humanity lives east of the Middle East. In the key markets and cities, you need to make sure you spend quality time. And it’s no longer about dealing with the traditional cast of characters—your employees, customers, suppliers, investors. Are you spending more time with the external world now than you were before? Second, you need to understand that public-private partnerships are critical for companies to be successful. The civilizations are vastly different. Indra Nooyi, age 58CEO, PepsiCo, United StatesNooyi has, once again, exceeded analyst's expectations and dour forecasts: Despite a global decline in … And as long as PepsiCo keeps doing well, people will be okay. I kept saying to our employees, “The economy’s bad, unemployment is going up, but we’ll do okay. We can’t have an adversarial relationship. We actually thought this might be the right time to make some long-term bets. Indra K. Nooyi on Performance with Purpose. If we do not become greener than we are today, young people are not going to come to work for us. Now let’s consider India, which has tiny stores. Was performance with purpose challenged during this last 18 months as the economy worsened? And the reason we’ll do okay is because of A, B, C, and D. And the good news is that we’re a consumer staple company, so we won’t be affected as much.”. Fourth, you must become much more open-minded. —Indra Nooyi (chairman and CEO, PepsiCo) “In the end, there are not that many value levers. I’ve been at PepsiCo for 15 years and became chairman and CEO about three years ago. Read More. Could you elaborate on those five characteristics? Many companies take a global product and send it to Asia painted in a local color or given a local flavor. PepsiCo CEO and Chairman Indra Nooyi is the only Indian origin woman in Fortune's 51 Most Powerful Women list that is topped by Mary Barra, … And the reason we’ll do okay is because of A, B, C, and D. And the good news is that we’re a consumer staple company, so we won’t be affected as much.”. You cannot just swoop like a seagull into and out of a country or a city. In August 2019 the Business Roundtable acknowledged that companies today operate in … How do we make sure that we provide products that range from treats to health foods and allow customers to make balanced, sensible choices? I kept saying to our employees, “The economy’s bad, unemployment is going up, but we’ll do okay. About three years ago, shortly after Indra K. Nooyi became chief executive officer, PepsiCo embarked on a corporate mission—“performance with purpose”—meant to marry financial success and social responsibility. Let’s just focus a little bit more on the last 18 months. In a recent speech, you talked about five ways in which the role of the CEO will change. If you look around the world, there’s still growth, but we have to view our portfolio differently. Nooyi herself spent two weeks in China last summer, making sure to get out of conference rooms and into the countryside and people’s homes. The Great Recession has only strengthened Nooyi’s belief that performance and purpose mutually reinforce each other. [Laughter.] So by being visible and not hiding myself in my office, I was telling people, “Hey, things are okay. Governments have gotten more intrusive. Tous les candidats qualifiés recevront une considération pour un emploi sans égard à la race, la couleur, l'âge, la religion, le sexe, l'orientation sexuelle, l'identité / expression de genre, la nationalité, le statut d'ancien combattant protégé ou toute autre caractéristique protégée par la loi fédérale, étatique ou locale le cas échéant ; et ceux ayant des antécédents criminels seront considérés d'une manière conforme aux lois nationales et locales applicables. The second element is environmental sustainability. All qualified applicants will receive consideration for employment without regard to race, color, age, religion, sex, sexual orientation, gender identity / expression, national origin, protected veteran status, or any other characteristic protected under federal, state or local law, where applicable, and those with criminal histories will be considered in a manner consistent with applicable state and local laws. The way that the CEO projects himself or herself on the organization sets the mood for the company. They’re challenging corporate governance issues in every which way, and the trust in companies is at an all-time low. How do we make sure that people who work for PepsiCo are able not just to make a living but also to have a life? We have enormous influence in the world. Today’s young people do not want to be wedded to a job like the people of my generation were. Being a CEO is not that much fun after all. Leadership Development, This is a very closely linked ecosystem. Sadly, this book is just tumbles down. Let’s take PepsiCo’s beverages. How do you make that a reality at PepsiCo? First, we were very visible, doing as much walking around as possible. I based these observations on my wandering around the world and leading our company. I am married, have two kids, and am trying to juggle being a CEO, a mom, a wife, a daughter, and a daughter-in-law. We have a profound role to play in society, and we have to make sure that we are constructive members of society. If we do not become greener than we are today, young people are not going to come to work for us. Within PepsiCo, do you think that the importance of the global market is recognized? She worked with Boston Consulting Group (BCG), Motorola and Asea Brown Boveri. If we do not transform our portfolio, we cannot sustain performance. I have to go back and explain to you the origins of performance with purpose to explain why it was untouched by the events of the last 18 months. At the beginning of the year, we started with five priorities and we kept hammering on those priorities every quarter, in every town-hall meeting, in every interaction we had with the employees, and in every piece of communication. I know that you have a life beyond PepsiCo, and I’m going to respect you for your entire life, not just treat you as Employee Number 4,567.”. Indra Nooyi, Former Chairman and CEO of PepsiCo. Although developed markets may not grow as fast as they have in the past, developing and emerging markets will grow faster. All rights reserved. Leadership Development, How do you keep employees motivated in a slower-growth environment? Related Expertise: We also must give people the opportunity to work in international markets if they’re so inclined and have the capability. We actually thought this might be the right time to make some long-term bets. So I picked my battles. Excerpts follow. Was performance with purpose challenged during this last 18 months as the economy worsened? Could you briefly describe your personal background and your professional background? Is that what happened in this situation? Within PepsiCo, do you think that the importance of the global market is recognized? Historically, growth has been a very good motivator for people. The third element is talent. It appears your browser does not support JavaScript or you have it disabled. Could you briefly describe your personal background and your professional background? She also stresses the need for leaders to have direct personal understanding of the markets and cultures in China, India, and other growth spots. They went to my mum and said to her, “You brought up such a good kid.” They complimented my mother and didn’t really focus on me. These include the ability to work closely with public officials and to exhibit emotional intelligence toward employees. According to Forbes, she is consistently ranked among World's 100 Most Powerful Women. We can’t have an adversarial relationship. But I think it will take time for the rank and file to understand that international growth is a critical part of our future. As a Western company, we at PepsiCo have to make doubly sure that we don’t just export a model and say, “Give it some local colors or local flavors.” We actually have to tell our people, “Develop a model in your country that’s right for your country.”. How can we introduce lots of new products there? January 14, 2010. Fifth, you must develop emotional intelligence. We can’t do it. Today’s young people do not want to be wedded to a job like the people of my generation were. You talked about public-private partnerships. How can we introduce lots of new products there? Rishi said achieving the promise of spending two percent of GDP on R&D by 2017 will require a considerable jump from the current spend of approximately one percent. I am married, have two kids, and am trying to juggle being a CEO, a mom, a wife, a daughter, and a daughter-in-law. You cannot just swoop like a seagull into and out of a country or a city. When I was visiting India two years ago, I went to visit my mum, and she wanted me to dress up and sit with her as she entertained all her friends, neighbors, and second through fifth cousins, who were coming to visit. And it unleashed emotions that were unbelievable, creating an emotional bond among the executives, their parents, and me. I have to go back and explain to you the origins of performance with purpose to explain why it was untouched by the events of the last 18 months. How do we make sure that we provide products that range from treats to health foods and allow customers to make balanced, sensible choices? This is an old notion, but we must take it to a whole new level. To be able to manage these young kids who are coming to PepsiCo, we have to be able to think digitally and be able to manipulate all this new technology. During this downturn, people realized that it’s even more important to focus on portfolio transformations and to be green, because being green actually saves you costs. Has the recession exacerbated that trend? You talk about thinking globally and acting locally. Indra Nooyi is an Indian-born American business executive currently serving as the Chairperson and Chief Executive Officer of PepsiCo, one of the largest food and beverage businesses in the world. You wrote the parents of your 29 senior executives. Being a CEO is not that much fun after all. [Laughter.] We can’t do it. We’re bigger than many countries. Is that what happened in this situation? We increased R&D through the downturn. Related Expertise: I know that you have a life beyond PepsiCo, and I’m going to respect you for your entire life, not just treat you as Employee Number 4,567.”. Why did you do that and what did you learn? It appears your browser does not support JavaScript or you have it disabled. We did not want to cut back on all of our long-term investments. Early on, we realized that we were going to have a slowdown. But I think it will take time for the rank and file to understand that international growth is a critical part of our future. Be realistic, but don’t project doom and gloom. First, you have to focus on the long term. Beginning her career in India, Nooyi held product manager positions at Johnson & Johnson and textile firm Mettur Beardsell. How can you stay true to the business you’re in while delivering choice in a completely different way—one that’s sensitive to the unique needs of a country? In fact, I’d say that it was reinforced by the downturn. 58K likes. You are dealing with governments, with NGOs, and with any interested party that decides to take on the company. It appears your browser does not support JavaScript or you have it disabled. We’ll come out of this okay.”, Second, we kept on trying to practice what I call realistic optimism. Before my time at PepsiCo, I was at Asea Brown Boveri and Motorola, and before that, I cut my teeth at BCG. Indra K. Nooyi on Performance with Purpose, Investisseurs principaux et capital-investissement, Industries de transformation et matériaux de construction, Transformation, redressement et restructuration, Diversité et intégration - Promouvoir la diversité sur le lieu de travail. Could you elaborate on those five characteristics? In fact, I’d say that it was reinforced by the downturn. Too many companies have not done right by their shareholders by focusing strictly on the short term. We are likely entering a period of low growth. In a recent speech, you talked about five ways in which the role of the CEO will change. You talk about performance with purpose. Nooyi credited experiences early in her career as a strategy consultant with Boston Consulting Group (BCG) for teaching her inductive thinking that helped shape her leadership style. We’ll come out of this okay.”, Second, we kept on trying to practice what I call realistic optimism. In the year 2006, Nooyi was named the next CEO and White was her competitor. About three years ago, shortly after Indra K. Nooyi became chief executive officer, PepsiCo embarked on a corporate mission—“performance with purpose”—meant to marry financial success and social responsibility. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. The world has become much more complex, and the only way companies can function effectively is if we put ourselves in the shoes of lawmakers and nongovernmental organizations (NGOs), and they put themselves in our shoes. I went to consumers’ homes and visited with both younger and older people there, trying to understand how they live, what they think about products, and what we should be doing differently as a company. I’ve been at PepsiCo for 15 years and became chairman and CEO about three years ago. People Strategy. How can you stay true to the business you’re in while delivering choice in a completely different way—one that’s sensitive to the unique needs of a country? In the developed markets, we work with large stores. People Strategy. So I picked my battles. You talk about performance with purpose. If you do not treat them right, people today will say, “Goodbye, we’re going to the next job.” The only way you can hold onto these employees is by hooking them emotionally to the company, through our business model and what we stand for. We set the agenda very, very carefully. Unless you focus on purpose, you cannot deliver performance. Indra Nooyi. The findings of the position paper, prepared by Boston Consulting Group for the chamber, are part of interviews conducted with over 50 global thought leaders drawn from the industry, academia and policy makers. You talked about needing to be open to cultures and customs. Be realistic, but don’t project doom and gloom. First, you have to focus on the long term. BCG was the pioneer in business strategy when it was founded in 1963. How do you keep employees motivated in a slower-growth environment? Let’s take PepsiCo’s beverages. That’s when I realized that I had not told the parents of the executives who do such an extraordinary job for PepsiCo that they themselves did a great job bringing up their children. They speak different languages, and their religious backgrounds are different. Indra Nooyi became PepsiCo's first female CEO in 2006, and she's also the company's first CEO who wasn't born in the US. The most important part of performance with purpose is the use of the word “with.” It’s performance with purpose, not performance and purpose, or performance or purpose. First, you surround yourself with great people, who run the businesses. We have to make sure people understand that growth patterns will shift. Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. And it’s no longer about dealing with the traditional cast of characters—your employees, customers, suppliers, investors. My honest belief is that corporations are little republics in their own way. The matrix looks at two dimensions: growth rate of the industry and market share. What were some of the actions that Pepsi took to manage a drop in demand? That’s the new reality. The couple has two daughters. INDRA NOOYI'S PASSIONS" PEOPLE, PERFORMANCE & PURPOSE AT PEPSICO AND BEYONS Former chairman & CEO of PepsiCo Indra Nooyi’s new book focuses on how to integrate work & family—and demonstrates why her leadership style continues to inspire. These include the ability to work closely with public officials and to exhibit emotional intelligence toward employees. Now let’s consider India, which has tiny stores. They speak different languages, and their religious backgrounds are different. Indra Krishnamurthy Nooyi is an Indian-born American business executive. Governments have gotten more intrusive. I went to consumers’ homes and visited with both younger and older people there, trying to understand how they live, what they think about products, and what we should be doing differently as a company. Fourth, once we gave the line managers their agendas, we let them loose and said, “Go make it happen.” And the only time I got intrusive is when a business needed to be turned around. Among the senior leadership, it is. This is more than a job—it’s a calling. The downturn has reinforced all the elements of performance with purpose. 95 talking about this. Fourth, you must become much more open-minded. Third, you must be able to think globally and act locally. BCG was the pioneer in business strategy when it was founded in 1963. But you also need to be able to look at that person and say, “I value you as a person. So this is a whole new environment, and the role of the CEO has forever changed. When I was visiting India two years ago, I went to visit my mum, and she wanted me to dress up and sit with her as she entertained all her friends, neighbors, and second through fifth cousins, who were coming to visit. I am spending a lot of time with lawmakers, presidents, prime ministers, commerce ministers, health ministers, and NGOs. They didn’t even say hello. Indra Nooyi ranks 11th - Forbes “Most influential women in the world”, the tone of this book so casual that it completely fails at many levels to capture her aura. Early on, we realized that we were going to have a slowdown. Michael D. White is a competent controller and a capable operator, and that is why he is one of the backbones of the company. Has the recession exacerbated that trend? Indra Krishnamurthy Nooyi is an Indian-born American business executive. Nooyi is one of the top female executives in the United States and is consistently ranked among the World's 100 Most Powerful Women. We did not want to cut back on all of our long-term investments. The economy enabled us to hire great people and make investments with external companies at a much lower cost since there were fewer companies competing for those resources. What were some of the actions that Pepsi took to manage a drop in demand? Greenwich Historical Society honors former PepsiCo Chairman and CEO Indra Nooyi with History in the Making Award . In the key markets and cities, you need to make sure you spend quality time. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. Excerpts follow. We need to think about the needs of a country and the way people live and behave in that country. While attending Yale School of Management, Nooyi completed her summer internship with Booz Allen Hamilton. Governance issues in every which way, and driving bottom-line impact come to work closely public... 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