AWARDS AND

RECOGNITION

• In 2018, Nooyi was named one of the "Best CEOs In The World" by the
CEOWORLD magazine [

•4

• Forbes magazine ranked Nooyi on the 2008 through 2017 lists of The
World's 100 Most Powerful Women. [8

• Fortune magazine has named Nooyi number one on its annual ranking of
Most Powerful Women in business for 2006, 2007, 2008, 2009 and 2010. [

•n 2009, Nooyi was considered one of "The TopGun CEOs" by Brendan

Wood International, an advisory agency.
• COMPETENCE

• COURAGE

• CONFIDENCE

• COMPASS

• CONSISTENCY

• COMMUNICATION
• CHARISMATIC

• DEMOCRATIC AND
MATERNAL
LEADERSHIP

• SITUATIONAL
LEADERSHIP STYLE
 SITUATIONAL LEADERSHIP
• Mainatains a good
relationship with
employees
• In -tune with the needs of
the customer for healthier
snacks and drinks led to
the transformation of
PepsiCo’s product line
• High task orientation
(tough on herself and
raises standards for
everybody)
 PEPSICO AND INDRA
NOOYI
• In 1994, Nooyi became the chief strategist of PepsiCo,
which signaled the beginning of the company’s biggest
change. First things first, she went to cleaning house – in
ways that would make anyone take a second look.
Pepsico dumped Taco Bell, KFC, and Pizza Hut, and
spent over $17 billion collectively to acquire Gatorade,
Quaker Oats, and Tropicana.

• Nooyi’s unique judgement and insights were a good horse

to bet on. She was promoted to Senior Vice President and
Chief Financial Officer, also gaining a seat on the board of
directors.
• Under her guidance, PepsiCo created spin-offs such
as Pepsi Bottling Group and continued to cut off dead
weight including their fledgling restaurants. Looking
at the big picture finally saw her named as President,
CEO, and Chairman by 2007.

• Nooyi’s first step was creating a team of managers

and advisers made up of the company’s greatest
minds, including the former CEO she had replaced.
Then she set to taking the PepsiCo problem
personally. Nooyi famously toured several stores in
her personal time to see how Pepsi products sold
out, and when she found that they didn’t, set to
revolutionizing their look along with top-name
designers.
• Nooyi developed a growth strategy that would make Pepsi
personal to its audience, and make the audience personal
to Pepsi. Performance with Purpose was born, and thus
died soda as the focal point of the beverage giant. Instead,
the brand adopted healthier options, placing its focus away
from fatty snacks and drinks and instead to products that
were nutritious. Taking advantage of their acquired brands,
they began developing Gatorade with fewer calories and
oatmeal with higher fiber, making juice more prominent in
their brand than soft drinks.

• In 2010, Nooyi stated that the company would fight obesity,

encourage wind and solar power, and make health a key
pillar in their products, effectively remodeling the face of the
brand into something more influential for the future.
I
 WHAT DO WE LEARN
•Everyone needs a vision
•Think long term
•Importance of persuasion
•Always listen more and talk less
•Keep learning
•The team and its people are everything.
• You’re A CEO in the office, but not at
home