1Indra Nooyi: An InspiringLeaderPepsiCo, Inc. is regarded as the second largest food and beverage business in the world,and a large part of the success of this multinational corporation can be attributed toits leader. Indra Nooyi, the Chairperson and CEO, is an inspiring and visionary leaderfor several reasons. First, she has been one of the first women outside America tobecome CEO of such a large multinational. Second, for over a decade, she has fea-tured on Forbes magazine's list of the 100 most influential women in the world. Third,Nooyi has been known to be an employee-oriented and a customer-oriented leader,with her innovative strategies inspiring and forging the way for women worldwide.Being particularly attentive to PepsiCo's customers' needs and preferences, Nooyiuses every occasion to better understand and improve the rapidly changing beveragepatterns. In a recent business trip to China, she toured different cities in the region forten days, closely studying the strategic market for PepsiCo. In an interview with DavidRubenstein at Bloomberg, she shared a funny anecdote that confirms her attention tocustomers' preferences every time she is invited by a friend, she tries to find a way togo into the kitchen and look at what products they use every day (also hoping to findsome products of the PepsiCo group).Nooyi is visionary in many of her decisions. In 2012, she decided to create a designteam, headed by the Italian designer Mauro Porcini (former Head of Global Design at3M), and assigned him the task of refreshing the company's brand, rethink the shapeof the bottles, and redesigning the vending machines. That was a pioneering decisionin the food and drink industry at that time (now such decision has been imitated bycompetitors) and even people inside PepsiCo were unsure about the this decision at thebeginning. However, this audacious choice revealed to be successful as the companycould improve the top land bottom line and become more appealing among custom-ers and restaurants. For example, the new fountain machine designed by the Design& Innovation Center, which enables customers to select their flavor coke from morethan 1,000 combinations, has been a great success and one of the reason for which the carestaurant chain Buffalo Wild Wings decided to switch from Coke to Pepsi in 2013. 4İlişkikimličiİlişkikimličiNooyi is a supportive leader who makes of women's innate caring attitude a bigstrength of her leadership style. For example, she conveys a deep sense of gratitudeto all her employees for the effort and energy they put in the company. To express thisfeeling, she sometimes writes gratitude letters to the executive's parents to let themknow how well their sons or daughters are doing for PepsiCo and to give them creditfor such amazing achievements.Notably, not forgetting her privileged condition of being a woman who has beenable to break the highest glass ceiling in the company, Nooyi is fully committed topromote diversity and inclusion at all organizational levels. In 2010, the companylaunched a survey with women manager, who were good represented in middle-levelmanagement positions but very low represented in top-level positions to understandthe reasons of such under-representation. Women confessed to lack self-confidenceand to believe that men were more capable to make themselves noticeable in the com-pany and cultivate high influential networks, something they were less good in doing.In response to this, PepsiCo created a leadership development program for women,called "Strategies for Success," aimed at helping women boosting their self-confidenceand guiding them in rising up through the organization. In just two years, women'srepresentation in senior positions in the operation team raised from 0 to 33 percent.When asked about her secret, Indra has no doubts: the family. She attributesmost of her strength to her family and to teachings and example received by her par-ents. She recalls that in India, at the time she was an adolescent, the preoccupation ofmost parents was to find a husband for their daughters. Her parents were different inCopyright © 2018 Pearson Education, Ltd. All Rights Reservedmany things, for instance supporting Nooyi's decision to leave India for studying inthe United States. Moreover, since her childhood, they sought to make her (and thesister) more confident and aware of their unique talents. A game that the mother wasused to play with them during the dinners consisted of pretending that they became aPresident or a very important ministry of India and, every evening, they had to writea list of things that they would have done in such an important position. Albeit it wasonly a game, Nooyi confessed that it helped her a lot to boost her self-confidence andinform her leadership style and, probably, without that evening ritual she would havenot been capable of achieving what she got today in her life- and being the so-highlyloved leader she isDISCUSSION QUESTIONS16-13. What leadership models/theories/issues do you see in this case? List anddescribe.16-14. What do you think about Indra Nooyi's decision to create a design unit atPepsiCo? Is it appropriate for the food and drink industry? Why or why not?16-15. How do you think leadership is changing in contemporary society? Whatbehaviors exhibited by Indra Nooyi indicate such change?Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Question

1Indra Nooyi: An InspiringLeaderPepsiCo, Inc. is regarded as the second largest food and beverage business in the world,and a large part of the success of this multinational corporation can be attributed toits leader. Indra Nooyi, the Chairperson and CEO, is an inspiring and visionary leaderfor several reasons. First, she has been one of the first women outside America tobecome CEO of such a large multinational. Second, for over a decade, she has fea-tured on Forbes magazine's list of the 100 most influential women in the world. Third,Nooyi has been known to be an employee-oriented and a customer-oriented leader,with her innovative strategies inspiring and forging the way for women worldwide.Being particularly attentive to PepsiCo's customers' needs and preferences, Nooyiuses every occasion to better understand and improve the rapidly changing beveragepatterns. In a recent business trip to China, she toured different cities in the region forten days, closely studying the strategic market for PepsiCo. In an interview with DavidRubenstein at Bloomberg, she shared a funny anecdote that confirms her attention tocustomers' preferences every time she is invited by a friend, she tries to find a way togo into the kitchen and look at what products they use every day (also hoping to findsome products of the PepsiCo group).Nooyi is visionary in many of her decisions. In 2012, she decided to create a designteam, headed by the Italian designer Mauro Porcini (former Head of Global Design at3M), and assigned him the task of refreshing the company's brand, rethink the shapeof the bottles, and redesigning the vending machines. That was a pioneering decisionin the food and drink industry at that time (now such decision has been imitated bycompetitors) and even people inside PepsiCo were unsure about the this decision at thebeginning. However, this audacious choice revealed to be successful as the companycould improve the top land bottom line and become more appealing among custom-ers and restaurants. For example, the new fountain machine designed by the Design& Innovation Center, which enables customers to select their flavor coke from morethan 1,000 combinations, has been a great success and one of the reason for which the carestaurant chain Buffalo Wild Wings decided to switch from Coke to Pepsi in 2013. 4İlişkikimličiİlişkikimličiNooyi is a supportive leader who makes of women's innate caring attitude a bigstrength of her leadership style. For example, she conveys a deep sense of gratitudeto all her employees for the effort and energy they put in the company. To express thisfeeling, she sometimes writes gratitude letters to the executive's parents to let themknow how well their sons or daughters are doing for PepsiCo and to give them creditfor such amazing achievements.Notably, not forgetting her privileged condition of being a woman who has beenable to break the highest glass ceiling in the company, Nooyi is fully committed topromote diversity and inclusion at all organizational levels. In 2010, the companylaunched a survey with women manager, who were good represented in middle-levelmanagement positions but very low represented in top-level positions to understandthe reasons of such under-representation. Women confessed to lack self-confidenceand to believe that men were more capable to make themselves noticeable in the com-pany and cultivate high influential networks, something they were less good in doing.In response to this, PepsiCo created a leadership development program for women,called &#34;Strategies for Success,&#34; aimed at helping women boosting their self-confidenceand guiding them in rising up through the organization. In just two years, women'srepresentation in senior positions in the operation team raised from 0 to 33 percent.When asked about her secret, Indra has no doubts: the family. She attributesmost of her strength to her family and to teachings and example received by her par-ents. She recalls that in India, at the time she was an adolescent, the preoccupation ofmost parents was to find a husband for their daughters. Her parents were different inCopyright © 2018 Pearson Education, Ltd. All Rights Reservedmany things, for instance supporting Nooyi's decision to leave India for studying inthe United States. Moreover, since her childhood, they sought to make her (and thesister) more confident and aware of their unique talents. A game that the mother wasused to play with them during the dinners consisted of pretending that they became aPresident or a very important ministry of India and, every evening, they had to writea list of things that they would have done in such an important position. Albeit it wasonly a game, Nooyi confessed that it helped her a lot to boost her self-confidence andinform her leadership style and, probably, without that evening ritual she would havenot been capable of achieving what she got today in her life- and being the so-highlyloved leader she isDISCUSSION QUESTIONS16-13. What leadership models/theories/issues do you see in this case? List anddescribe.16-14. What do you think about Indra Nooyi's decision to create a design unit atPepsiCo? Is it appropriate for the food and drink industry? Why or why not?16-15. How do you think leadership is changing in contemporary society? Whatbehaviors exhibited by Indra Nooyi indicate such change?Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

Accepted Answer

Leadership is not always about the leader but it is how the leader thinks about the people he works…