VIP Speaker Series Highlights: Indra Nooyi, PepsiCo

Uploaded by UTMcCombsSchool on 07.06.2011


Could you start by maybe telling us something about
your first jobs?
My first job was a Brand Manager for a
textile company in India.
It was a British textile company in India and I was
hired as a product manager for textiles.
And what do I know about textiles?
Not much.
So I'm going to go to school.
So I went to the mill.
Spent almost 10 days at the mill, learning
every aspect of business.
I started with the junior-most guy in the mill.
Started with him and said tell me your job and tell
me how you do it.
And I worked my way up.
Every day, I'd go to another department and work my way up.
So until I learned every aspect of that job, I didn't
come back to headquarters to be the product manager.
So sweating the details, learning the business, ground
up was critically important.
What do you think has set you apart from your peers,
throughout the career, to give you the
opportunities you have today?
Focus on the job that you're doing.
Don't run for office.
Don't say to yourself, I really want the job two levels
above me because the day you walk into a job and focus on
the next job, or the next job, you're spending more time
worrying about how to get there as opposed to how to
nail the job you're doing.
Are there some things you haven't yet mastered that
you'd like to?
I'd like to learn to play the guitar.
I haven't mastered it.
If you ask my husband, he'll say you haven't learned how to
be a wife as of yet.
But leaving all that aside, I feel I've come to work every
day saying I wish I could be a better leader.
I wish I could bring the human side of senior-ship more to
the people.
I was there was 60 hours in a day, not 24, because there's
so many more people to reach out to, so many
more issues to study.
So if you say to yourself that I've learned everything I can,
I think that the day I need to step down from being CEO.
If you look at PepsiCo, it looks like a company that's
trying very hard to align its assets towards what might be
called the public sentiments, or social values.
Could you talk a little bit more about that plank in the
strategy of PepsiCo?
We owe every society a duty of care.
That is the expectation.
Too often, companies have forgotten that we owe society
a duty of care.
So I wanted us to go back to those roots.
PepsiCo was already there.
I wanted to embed those roots into PepsiCo.
So the PepsiCo operating philosophy is about
performance with purpose.
If you're not environmentally prudent, NGOs and governments
will shut us down.
And if we don't have the best people, who can bring their
whole selves to work, we won't have the right talent base to
feed performance going forward.
So it's this virtual circle that results in performance
with purpose.
So my legacy is that when I leave PepsiCo, I want people
to look back and say PepsiCo was, indeed, a good company.
Good commercially, but also good ethically.
Regrettably, that's all the time we have for questions.
Thank you very much.