Indra Nooyi

right|thumb|Indra Nooyi, Indra K. Nooyi, Chairman and Chief Executive Officer, PepsiCo, USA, at the Opening Press Conference of the Annual Meeting 2008 of the World Economic Forum in Davos, Switzerland, January 23, 2008 Indra Krishnamurthy Nooyi (born October 28, 1955) is an Indian-born American businesswoman who is credited with restructuring and diversification of soft-drink manufacturer PepsiCo,Inc.’s brands and making it a profitable enterprise. She became CEO of PepsiCo, the second largest food and beverage business in the world by net revenue in 2006. She's been Chairman of the board since 2007. She has consistently ranked among the World's 100 Most Powerful Women. In 2013, she has been ranked 10th in the list of Forbes World's 100 most powerful women. Quotes As a CEO, I am finding that I have to become a learning CEO. I have to go to school all the time because I am learning new skills that I need to run this company and I am realising that I am not equipped to just coast, I have to constantly renew my skills. Quoted in http://forbesindia.com/article/real-issue/a-learning-ceo-can-power-through-tough-times-indra-nooyi/36641/1 A Learning CEO Can Power Through Tough Times: Indra Nooyi 5 December 2013 18 December 2013 Forbes India Leadership is hard to define and good leadership even harder. But if you can get people to follow you to the ends of the earth, you are a great leader. As a leader I am tough on myself and I raise the standard for everybody; however I am very caring because I want people to excel at what they are doing so that they can aspire to be me in the future. Quoted in Together with Business Studies XI http://books.google.com/books?id=_XKtUpinyXcC&pg=PA225 Rachna Sagar 978-81-8137-098-3 225– Do you remember campaigns like Keep America Beautiful? What about ‘buckle up’? I believe we need an approach like this to attack obesity. Let us be good industry that does 100% of what is possibly can-not grudgingly, but willingly. Her exhortation to her executives with her mantram “Performance with a Purpose” quoted in Nelson Debra L. Quick James Campbell Organizational Behavior.: Science, the Real World, and You http://books.google.com/books?id=hSnFaZ9ddnsC&pg=PA99 9 February 2010 Cengage Learning 978-1-4390-4229-8 99– [moot issue is that ] we should talk about is not just lessons in leadership or what the leaders need to do today but what can India do to bring those leaders back to India, so India itself can become an even more powerful economy going forward. Quoted in "A Learning CEO Can Power Through Tough Times: Indra Nooyi". I am a mother first, then a CEO and then a wife. Quoted in http://www.sify.com/finance/personality/indra_nooyi/ Indra Nooyi: The lady with a fizz 18 December 2013 Sify.com You cannot deliver value unless you anchor the company's values. Values make an unsinkable ship." Code of conduct goes beyond legal compliance and every employee needs to be well versed with it. Quoted in "Fundamentals of India are strong: Indra Nooyi". There were many times that I felt like a fish out of water, times that I really said to myself, 'do I even fit in'. Quoted in http://articles.economictimes.indiatimes.com/2012-05-25/news/31852241_1_ceo-indra-nooyi-bat-and-ball-sport-david-novak How PepsiCo CEO Indra Nooyi gave up cricket for baseball! 25 March 2012 18 December 2013 Economic Times At the end of the day, don’t forget that you are a person, don’t forget you are a mother, don’t forget you are a wife, don’t forget you are a daughter. Because in the end, no matter how much money you make and how much success you create, What you are left is family, friends and faith. Quoted in "Sun Tzu for Women: The Art of War for Winning in Business" in page=113. Bring together what is good for business with what is good for the world. Quoted in "Sun Tzu for Women: The Art of War for Winning in Business", page=131. Each of us in the US - the long middle finger - must be careful that we extend our arm in either a business or political sense, we take pains to assure that we are giving a hand, not the finger. Unfortunately, I think this is how the reset of the world looks at the US right now. Not as part of the hand-giving strength and purpose to the rest of the fingers –but instead scratching our nose and sending a signal. When she drew compassion with the five most populated of the seven continents of the world in a lectuere which created a furore necessitating an apology from her. Quoted in . Branson Douglas M . The Last Male Bastion: Gender and the CEO Suite in America s Public Companies http://books.google.com/books?id=wTFSa2qouSwC&pg=PA98 15 December 2009 Routledge 978-0-203-86566-8 98– I have an immigrant mentality, which is that the job can be taken away at any time, so make sure you earn it every day...immigrants come here they have no safety net-zero. I landed here with $500 in my pocket. I had no one here to pay for me. Quoted in Burnison Gary No Fear of Failure: Real Stories of How Leaders Deal with Risk and Change http://books.google.com/books?id=0b75eDxhvycC&pg=PA29 16 March 2011 John Wiley & Sons 978-1-118-02306-8 29– Stay calm during turbulent times: Indra Nooyi http://www.thehindu.com/business/Industry/stay-calm-during-turbulent-times-indra-nooyi/article5355211.ece Stay calm during turbulent times: Indra Nooyi 15 November 2013 18 December 2013 The Hindu Turbulence is the beginning of a fruitful process of transformation. First, accept that turbulence is here to stay. Most successful companies are those that stay calm and think down to earth rather than showing aggressiveness to shorten the crisis period. Don’t take an eye on the short term but think long. One should not shy away from creating an environment of adaptability. You cannot deliver value unless you anchor the company’s values. Values make an unsinkable ship. CEOs need to change: Indra Nooyi right|thumb|Indra Nooyi in World Economic Forum Annual Meeting Davos 2008 http://articles.economictimes.indiatimes.com/2009-05-16/news/28489436_1_indra-nooyi-ceos-economic-crisis CEOs need to change: Indra Nooyi 16 May 2009 18 December 2013 Economic Times Aristotle once said that the unexamined life is not worth living. I think it's time to examine what we do once more in the spirit of a critical friend. Let's pause for a moment to consider what we need to examine. I think there are at least five ways in which job description will change. The CEO has to think long-term and needs to understand the way public and private sectors are coming together and work constructively within that framework. CEOs need to make the phrase "think global and act local" more than a cliche? CEOs need keep an open mind so they can adapt to a rapidly changing world and need to bring an abundant dose of emotional intelligence to the job. The whole perspectives in which companies are viewed needs to shift from short to the long-term, and as I would say, to a focus on shapes, not just numbers. Just realize that when you come to UTA your education is just starting. The world is changing so quickly. Education is a forever commitment. It never stops. Indra Nooyi said, uta.edu/news (March 22 2023). Top 15 quotes from PepsiCo CEO Indra Nooyi right|thumb|Indra Nooyi in Davos in 2010 http://www.indiatvnews.com/business/india/top-15-quotes-from-pepsico-ceo-indra-nooyi-8157.html Top 15 quotes from PepsiCo CEO Indra Nooyi 12 Nov 2013 18 December 2013 India TV 1 to 15 "I will make a prediction, that anybody who's in the [beverage business] today will get into dairy, without a doubt. I grew up in a Hindu household but went to a Roman Catholic school. I grew up with a mother who said, 'I'll arrange a marriage for you at 18,' but she also said that we could achieve anything we put our minds to and encourage us to dream of becoming prime minister or president. To lead in an ever-changing world, leaders must adapt and stay nimble. I'm very honest - brutally honest. I always look at things from their point of view as well as mine. And I know when to walk away. Just because you are CEO, don't think you have landed. You must continually increase your learning, the way you think, and the way you approach the organization. I've never forgotten that. I think innovation as a discipline needs to go back and get rethought and revived. There are so many models to talk about innovation, there are so many typologies of innovation, and you have to find a good innovation metric that truly captures the innovation performance of a company. My father was an absolutely wonderful human being. From him I learned to always assume positive intent. Whatever anybody says or does, assume positive intent. When I grew up there was no web, blogging or tweeting. In fact, where I grew up there was not even television! I met a lot of my friends in school and in college, and they are still my friends today. When you assume negative intent, you're angry. If you take away that anger and assume positive intent, you will be amazed. Your emotional quotient goes up because you are no longer almost random in your response. As a leader, I am tough on myself and I raise the standard for everybody; however, I am very caring because I want people to excel at what they are doing so that they can aspire to be me in the future. I pick up the details that drive the organization insane. But sweating the details is more important than anything else. Anything that's done to address unemployment in terms of massive stimulus spending is going to exacerbate deficits. And anything that's done to address deficits in the short-term is going to exacerbate unemployment. The distance between number one and number two is always a constant. If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you. That is a big lesson. I cannot just expect the organization to improve if I don't improve myself and lift the organization, because that distance is a constant. The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially. We are in a bit of a policy box and it's going to require us being willing to give up one of the two, which is it's okay to take on more deficits but lets put in some massive spending. Alternatively to say, 'we're going to go through structural unemployment for a while because we want to address deficits. Narendra Modi question elicits 'no comment' from PepsiCo chief Indra Nooyi http://www.financialexpress.com/news/narendra-modi-question-elicits-no-comment-from-pepsico-chief-indra-nooyi/1193591 Narendra Modi question elicits 'no comment' from PepsiCo chief Indra Nooyi 12 November 2013 18 December 2013 Financial express Our hope is that whosoever is in power, manages this country consistently for all the potential the country has. I have no comments on political situations. I speak as the CEO of a large multinational company. Countries like India should be successful for the long term because India needs growth. India needs to grow at 7 to 8 per cent to ensure full employment and we all will do our part to invest in India to make sure India achieves its growth potential. We are not guided by elections. We are guided by potential of India. We are not waiting for any election results to invest in India. We are investing in India for its economic story. About Indra Nooyi right|thumb|Indra Nooyi Look, when you pull into the garage, leave the crown there. Don't walk in with it, because you are first a wife and a mother. And if the family needs milk, you go get the milk. That is your primary role in life. Everything else is what you acquired or what you got because I pray for four to five hours a day.' That is the only thing she tells me. Her mother’s advice quoted in http://articles.economictimes.indiatimes.com/2013-11-15/news/44113887_1_india-growth-story-india-operations-expressing-faith Fundamentals of India are strong: Indra Nooyi 15 November 2013 18 December 2013 Economic Times One such way was to do with her lifelong love of cricket. No one in this country (the US) followed the game, but they did follow baseball, another bat-and-ball sport. So she threw herself into baseball and into the local team, the New York Yankees, reading everything she could on the subject until she could comfortably talk about it. Quoted in "How PepsiCo CEO Indra Nooyi gave up cricket for baseball". Nui is a different kind of CEO. He says her approach boils down to balancing the profit motive by making healthier snacks (in speech to the food industry, she pushed the group to tackle obesity), striving for a net zero impact on the environment and taking care of your workforce. She was one of the first executives to realize that the health and green movements were just not fads and she demanded true innovation. Quoted in. Lussier Robert N Achua Christopher F. Leadership: Theory, Application, & Skill Development: Theory, Application, & Skill Development http://books.google.com/books?id=7ctnVNMtBQgC&pg=PA151 1 February 2009 Cengage Learning 978-0-324-59655-7 151– Indra can drive as deep and hard as anyone I have ever met, but she can do it with a sense of heart and fun. Roger Enrcio, Chief Executive, quoted in Runkle Beck Sheetz- Sun Tzu for Women: The Art of War for Winning in Business http://books.google.com/books?id=Q9V9mNj0Wd0C&pg=PA112 18 December 2010 Adams Media 978-1-4405-1178-3 112– As someone who has always aspired to build a company committed to its people and to the world, I admire her determination to achieve sustainability at an established company like Pepsi Co. And I believe that all socially responsible companies could learn from Indra Nooyi’s style of leadership. Herbart Schultz, President and CEO, Starbucks quoted in "Together with Business Studies XI" in page=135. I don’t think women can have it all. I just don’t think so. We pretend we have it all. We pretend we can have it all. My husband and I have been married for 34 years and we have two daughters. Every day you have to make a decision of whether you’re going to be a wife or a mother—in fact many times a day during the day you have to make those decisions. And you have to co-opt a lot of people to help you. We co-opted our families to help us. We plan our lives meticulously so we can be decent parents. But if you ask our daughters, I’m not sure they will say that I’ve been a good mom When you have to have kids you have to build your career. Just when you’re rising to middle management, your kids need you because they’re teenagers—they need you for the teenage years. And that’s the time your husband becomes a teenager too, so he needs you… Your parents need you because they’re aging. So we’re screwed, we have no hope, we cannot have it all. So you know what? Coping mechanisms. Train people at work. Train your family Have you done your homework It’s seamless parenting But if you don’t do that, if you don’t develop mechanisms with your secretary, with the extended office, with everyone around you, it cannot work There are consequences to the juggling Being a CEO of a company is three full-time jobs rolled into one. How can you do justice to all? You can’t. The person that hurts the most with this whole thing is your spouse cannot have it all, and that the biological clock and the career clock are in total conflict with one another. Total and complete conflict PepsiCo CEO Indra Nooyi says her colleagues help her raise her kids,21 July 2022 The higher you go, it’s either up or out. People are waiting to knock you off the ladder Peak performance requires peak conditioning —we don’t tell professional athletes to work out four hours a week, why in the world would anyone think we could achieve great success in business with a four hour workweek? Be like Lionel Messi, do the work Accept, and seek out, people telling truths to power Being surrounded by people who challenge you isn’t easy, but it forces better decision-making. Being surrounded by yes men and women does not always make progress, if often gets the wrong job done Reaching the top doesn’t mean having unchecked power — it means having full accountability. Leaders need dissenting voices to push them toward better solutions. I ask for feedback so my team feels comfortable telling me no, or an idea I have is bad, and when you open that door they storm right through :) And it’s all good So I go out and get milk. And when I come back, I’m hopping mad. I say, I had great news for you. I’ve just been named President of PepsiCo. And all you want me to do is go out and get milk She's strategic:Lessons from Indra Nooyi,former PepsiCo Chairman and CEO,27 May 2025 External links Indra Nooyi http://www.britannica.com/EBchecked/topic/1377891/Indra-Nooyi Indra Nooyi 18 December 2013 Encyclopedia Britannica http://www.yale.edu/about/nooyi.html Indra Nooyi ’80 M.P.P.M. 18 December 2013 Yale University Category:People from Chennai Category:Immigrants to the United States Category:Businesswomen from India Category:Living people Category:20th-century American businesswomen Category:1955 births Category:Women from India Category:Indian Americans Category:Hindus from the United States