PepsiCo & Microsoft drive agility and product innovation
In a recent announcement made by Microsoft, the company details its five year partnership with PepsiCo to accelerate its ability to meet rising customer demands for its food and beverages, as well as drive new innovations within its operations and customer experience.
Naming Microsoft as its preferred cloud partnership to accelerate its infrastructure, ERP and data estate consolidation and modernisation, Pepsico will roll out Microsoft 365 and Microsoft Teams to all of its 270,000 employees worldwide.
In addition, the American technology company will provide PepsiCo with increased agility and the ability to derive new insights from its data estate in order to fuel product innovation, customer intimacy and sustainability goals.
“As a global leader in convenient food and beverages, our commitment to the timely delivery of PepsiCo products has never been more important. Through our partnership with Microsoft, we aim to improve service delivery capabilities to meet rising demand for essential goods while driving new innovations to make our operations and workforce stronger and more resilient for the future,” commented PepsiCo CIO, Seth Cohen.
“Our partnership with PepsiCo applies Azure and AI capabilities to the ever-changing supply chain and retail landscape in new and exciting ways. By migrating PepsiCo’s global data estate and SAP landscapes to Azure, we’ll be able to help PepsiCo drive efficiencies from farmer to consumer,” added Deb Cupp, Microsoft CVP Enterprise Commercial Business. “We’re also pleased to deliver Microsoft 365 to PepsiCo’s associates worldwide as part of this partnership. Mobile communication and collaboration for PepsiCo’s workforce will be one of the keys to realizing the value Microsoft brings.”
The five years partnership between Microsoft and PepsiCo is expected to fuel PepsiCo’s operational goals and aggressive innovation plans. The food and beverage company will leverage agile cloud capabilities and provide Microsoft with the opportunity to expand its relationship with PepsiCo, a leading global provider of consumer packaged goods.
PepsiCo products are provided to customers in over 200 countries and territories around the world, generating more than US$67bn in net revenue by 2019.
PepsiCo;s vision is “to be the global leader in convenient foods and beverages by winning with purpose. ‘Winning with purpose’ reflects our ambition to win sustainably in the marketplace and embed purpose into all aspects of the business.”
Microsoft drives digital transformation in the era of intelligent cloud and intelligent edge. Microsoft’s mission is “to empower every person and every organisation on the planet to achieve more.”
How changing your company's software code can prevent bias
Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day.
Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization.
Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.
Why should businesses today care about removing company bias within their software code?
We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization
What impact can exclusive terms have on employees?
Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.
Please explain how Deltek has removed bias terminology from its software code
Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!
What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?
What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.
What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology?
My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve.