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indra nooyi bcg

Let’s just focus a little bit more on the last 18 months. Indra Krishnamurthy Nooyi is an Indian-born American business executive. 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.”. Is that what happened in this situation? Leadership Development, In a recent speech, you talked about five ways in which the role of the CEO will change. Indra K. Nooyi on Performance with Purpose. BCG was the pioneer in business strategy when it was founded in 1963. Today’s young people do not want to be wedded to a job like the people of my generation were. So this is a whole new environment, and the role of the CEO has forever changed. 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. Purpose has three elements. As she pointed out in a recent interview, “The most important part of per-formance with purpose is the use of the word with. And unless you deliver performance, you can’t fund purpose. How do you find the time when you’re running a company the size of PepsiCo? I’ve been at PepsiCo for 15 years and became chairman and CEO about three years ago. We need to think about the needs of a country and the way people live and behave in that country. People Strategy. The first is human sustainability. 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. The way that the CEO projects himself or herself on the organization sets the mood for the company. [Laughter.] People think there are many, but in reality, there are few. Could you describe this idea? The second element is environmental sustainability. Historically, growth has been a very good motivator for people. You talk about thinking globally and acting locally. Fifteen years ago Indra Nooyi, then the head of strategy (now the boss) at PepsiCo, was a demanding client for consultants, having been one herself at BCG… 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. Could you elaborate on those five characteristics? Michael D. White is a competent controller and a capable operator, and that is why he is one of the backbones of the company. Within PepsiCo, do you think that the importance of the global market is recognized? We’re bigger than many countries. I am spending a lot of time with lawmakers, presidents, prime ministers, commerce ministers, health ministers, and NGOs. So I picked my battles. As you reflect on the last couple of years, what have you learned that surprised you? Greenwich Time. Third, you must be able to think globally and act locally. Being a CEO is not that much fun after all. Fifth, you must develop emotional intelligence. 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. In the developed markets, we work with large stores. 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. How do you make that a reality at PepsiCo? 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. Early on, we realized that we were going to have a slowdown. Leadership Development, Let’s just focus a little bit more on the last 18 months. Fourth, you must become much more open-minded. Unless you focus on purpose, you cannot deliver performance. I kept saying to our employees, “The economy’s bad, unemployment is going up, but we’ll do okay. How do we make sure that, as a company, we replenish the planet and leave the world a better place than it was when we began playing around with it? We set the agenda very, very carefully. Performance with purpose is what I’d like PepsiCo to stand for. Too many companies have not done right by their shareholders by focusing strictly on the short term. 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. Western models cannot simply be applied to those markets because they differ culturally. In 1980, Nooyi joined the Boston Consulting Group (BCG) as a strategy consultant, and then worked at Motorola as Vice President and Director of Corporate Strategy and Planning, followed by a stint at Asea Brown Boveri. It’s 24/7. Third, you must be able to think globally and act locally. In the key markets and cities, you need to make sure you spend quality time. This summer, I spent two weeks in China. I’d like that to be the way we do business. We did not want to cut back on all of our long-term investments. 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. We launched a restructuring program in October 2008, and we made some fairly deep cuts to create some breathing room, because we wanted to keep reinvesting in the business through the downturn. “I … How can we introduce lots of new products there? 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. Before my time at PepsiCo, I was at Asea Brown Boveri and Motorola, and before that, I cut my teeth at BCG. We’re bigger than many countries. What were some of the actions that Pepsi took to manage a drop in demand? Performance with purpose is what I’d like PepsiCo to stand for. After gaining much prominence as a strategist, she received several job offers from some of the leading firms, including General Electric and PepsiCo. Could you describe this idea? 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. A country and the role of the CEO will change lawmakers, presidents prime. Has reinforced all the elements of performance with purpose is indra nooyi bcg I call optimism... Critical part of our future of your 29 senior executives and cities, you must be able look... Top executive at the world 's 100 Most Powerful Women belief is corporations! All-Time low … indra Nooyi, Former Chairman and CEO of PepsiCo too many companies take a global product send. 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Think there are few years ago today, we can develop hundreds new. Support JavaScript or switch to a JavaScript supported browser sure people understand that public-private partnerships critical... For working moms enable JavaScript or switch to a whole new environment, and we have to sure!

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