Indra Nooyi

We always had internally stretch goals and we promised the street something more reasonable.

That way we never got paid if we didn't make the stretch goals, the bonus.

We never paid our bonuses without the stretch goals.

So that was the performance culture in PepsiCo for every leader that was there in the company.

Well, you know, we grow up with all these dualities, especially as you ascend to the top.

The dualities just grow, okay?

Power and humility was a set of dualities that I had to struggle with always because I chose to be a mother.

I chose to get married.

I chose to work hard and ascend in my career.

I was helped along by other people, but I decided I'd like to keep working and I'd like to do well and move forward.

So when I make those choices, I can't delegate all of that to somebody else.

I chose to marry an Indian man, which means that there were some duties and responsibilities that went with being a person of Indian origin.

I didn't shirk them.

And so having made those choices, she was right.

Somebody else can take my place in the company, but at home, who else is going to be the wife and the mother and the daughter?

Nobody else but me.

And so I knew that I had to play those roles and play them well.

So the real question was, since I made all those choices, how do I get the support structure?

And have the resilience to play all those roles.

It's not easy to play all those roles, okay?