Jun 6, 2021

Business Chief Legend: Former PepsiCo CEO Indra Nooyi

PepsiCo
businesslegend
Leadership
CEO
Kate Birch
4 min
As the first and only female CEO of PepsiCo, Indra Nooyi smashed corporate America’s glass ceiling and transformed the performance and purpose of PepsiCo

At a recent Asia Pacific-focused event, organised by P&G and UN Women, the former CEO of PepsiCo, Indra Nooyi, shared why enabling a diverse and inclusive workforce can directly impact the bottom line.

“If 80% of our products are bought by women because they were the gatekeepers at home, or make all the purchases, why don’t we have a large number of women represented in our ranks,” she told a virtual global crowd of thousands. 

Such business advice may seem rather obvious today, but in 2006, when Nooyi put this business philosophy into practice at PepsiCo, it was both pioneering and progressive. Because not only did the performance of PepsiCo transform under Nooyi’s 12-year tenure as CEO, but so did its purpose and people, with Nooyi widely praised for transforming the firm’s diversity and inclusion agenda.

And who better to do so than someone who had herself smashed the corporate American glass ceiling. Because, when Nooyi became CEO in 2006, following 12 years as Chief Strategist, not only was she among just a handful of female CEOs leading Fortune 500 firms, and one of very few foreign-born executives, she was both the first female CEO to lead PepsiCo, and the first person of colour. Not to mention also being a wife and mother.

Proving performance and purpose can co-exist

And she more than got the job done, growing PepsiCo revenues by 80%, making the firm more global than it had ever been, so that by the time she stepped down in 2018, nearly 20% of net revenues came from MENA, Asia and Latin America, and expanding the business significantly with key acquisitions (Tropicana) and mergers (Quaker Oats).

But it was Nooyi’s strategic redirection of PepsiCo, transforming both its purpose and people, that really made an impact. As chief architect of PepsiCo’s pledge, Performance with Purpose, unveiled in 2006 and a precursor to the modern sustainability movement, Nooyi repositioned the firm to focus on what is best for the world and for its people, from sustainability and social responsibility to diversity and diet.

She transformed the firm’s D&I agenda, created a culture where workers were encouraged to stay with the company, moved corporate spending away from junk food and into healthier alternatives, redesigned packaging to reduce waste, and switched to renewable energy sources and recycling.

As she told Forbes in 2017, “I wanted to make sure that PepsiCo was not only delivering top-tier financial returns but doing so in a way that was responsive to the needs of the world around us.”

Indra Nooyi talking with US President Biden (then Vice President) in 2014

Smashing corporate America's glass ceiling

And it was this ability to realise a world in which business is both practiced and recognised as a force for good that has earned Nooyi a place in CEO history books and landed her numerous accolades, including 11 honorary degrees, the Hero of Conscious Capitalism award at 2017’s CEO Summit, consistent inclusion in the world’s 100 most powerful women (including #1 by Forbes in 2009/10) and most recently, induction into the National Women’s Hall of Fame.

Not bad for a girl from Chennai, India, who was expected to lead a conventional life as a wife and mother, but by her own admission was a bit of a “rebel”, with a passion for playing cricket and lead guitarist in a band. In the late 70s, she relocated to the US, earning herself a Master’s in management from Yale, and beginning a four decade-long strategy-focused career that was born at BCG in 1980 where she spent six years and ended in 2018 following 24 impactful years at PepsiCo.

And while she has now retired from corporate life, Nooyi continues to wield the influence that so positively changed the direction of one of the world’s largest companies. As well as serving on the board for ecommerce giant Amazon, she speaks at summits close to her heart, and has recently penned her memoir, advising corporates on better integrating work and family.

And while she has now retired from corporate life, Nooyi continues to wield the influence that so positively changed the direction of one of the world’s largest companies. As well as serving on the board for ecommerce giant Amazon, she speaks at summits close to her heart, and has recently penned her memoir, advising corporates on better integrating work and family. 

Indra Nooyi's memoir will be available from September 28, 2021, and can be pre-ordered. 

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Jun 20, 2021

5 Ways Leaders Can Create a Healthy Workplace Culture

MHW
ONS
BBC
workplaceculture
5 min
As the world embraces Men’s Health Week, five experts advise how leaders can create a healthy workplace culture for employees

This week (14th-20th June 2021) is Men’s Health Week. Physical and mental well-being have been important considerations for leaders over the past year, and it is essential this focus is maintained as we build back for the future. Here we have asked 5 experts for practical tips leaders can implement to create healthy workplace cultures.

 

Know the early signs of burnout 

Recently it was reported by the BBC that burnout for health and social care staff had reached emergency levels. 

Monkey Puzzle Training Co-Founder Karen Meager has studied the burnout recovery process in partnership with Coventry University: “The past year has seen people suffer from job-loss worries, work from home challenges, isolation, and feeling overworked. These are continuing, and all have the potential to contribute towards burnout. Healthcare workers, executives, leaders, managers and small business owners will continue to be the top people to suffer from extreme burnout.”

“At the onset of burnout, people commonly enter a phase of denial. So leaders need to be aware of those who are reluctant to take their time off, are compelled to work all hours, or have changes in their behaviour or mood, as these can all be indications of burnout taking hold. Encouraging them to take a burnout self-test provides a starting point to supporting these employees through recovery, as is role modelling healthy sustainable ways of working.Karen suggests.

 

Encourage professional self-reflection 

Creating an environment that encourages self-reflection is an effective tool for promoting personal development. Journaling may not be something you instantly think of for professional development; however, it is a successful technique for adults to aid mindfulness and productivity. “Journaling is a form of self-expression that can empower you to understand your feelings and ambitions and how to deal with them, therefore promoting positive well-being and a healthy workplace culture,” describes Elisa Nardi, founder of Notebook Mentor

 

Just 15-20 minutes of journaling a day over the course of four months are enough to lessen the impact of physical stressors on your health,” explains Elisa. “It can also inspire creativity, aid your memory, and help set actionable goals. It is an underused tool that can help employees manage tricky workplace situations such as conflict, illness or new leadership roles.

 

Manage your stress and resilience too

As a leader or manager, often, your complete focus is on the business or protecting your team, but you cannot pour from an empty cup. Leaders should also have strategies in place to manage their own stress, so they can sustain high levels of positive energy throughout the day. “Fueled by a burning desire for success, I ignored all the warning signs of exhaustion, which eventually took its toll on me - I literally collapsed from stress, and I didn’t even see it coming.” reflects Sascha Heinemann, an expert in Performance Recovery and Stress Resilience.

 

“When leaders manage their energy, create healthy daily habits, and practice resilience, they are able to perform to their fullest capacity and to provide the best possible support for others.” 

 

“Taking a break every 90 minutes or so helps you to refuel, recharge, and re-energize and ultimately allows you to get more accomplished, in less time, at a higher level of quality, and more sustainably. This role model contributes dramatically to a healthier, more engaged, sustainable, and productive workplace culture," he adds.

 

Instil a sense of purpose for your team

The idea that success equals working 12-15 hour days and giving everything of yourself to your workplace continues to prevail in many organisations. This is not healthy, nor is it productive for anyone involved. “The healthiest and happiest workplace cultures are the ones that are organised around purpose.” describes business and life coach Anand Kulkarni. 

 

“Leaders should be giving meaning to the work they are doing within their business and beyond and sharing this purpose with their staff, rather than focusing on long hours, crippling workloads or someone else’s idea of ‘success’. When people understand why they are doing what they do and how this contributes to something greater, productivity and well-being is increased.” adds Anand. 

 

Promote well-being from the top down

Leaders need to act as role models if well-being is to become embedded at the very core of the organisation. It’s very unlikely that employees will start acting in a new way that puts their own needs first if the leadership team continues to behave in an entirely different manner.

 

‘Many organisations have worked hard in recent months to put new policies in place that better support well-being, promote hybrid working and attempt to set clear boundaries, but many leaders seem to assume that they are exempt from it all, that’s when it all falls over’, explains leadership experts Martin Boroson and Carmel Moore, from The One Moment Company. 

 

A recent ONS report into Homeworking in the UK revealed that people are on average working 6 hours extra per week, and many are working until late in the evening, indicating that the boundaries between work and life are more blurred than ever. 

 

Despite all of these wonderful opportunities for people to self-organise, if the leadership team continues to work in the office Monday to Friday, or are communicating at all hours, then it’s a clear indicator that hybrid working is simply a ‘bolt-on’ tactic rather than an integral part of the company’s approach to promoting the importance of maintaining a healthy work-life balance.’

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