Indra Nooyi

You've almost got to have a 360-degree view of the environment, of competition, of the markets, of customer evolution, everything else.

And then you're crafting a path to say, this is how we should proceed.

And this is why it's going to be better for us than it is today.

And incidentally, if the world around us changes, we're going to zag a little bit.

But we're still going to focus on getting to a better place.

That's why I think strategy requires unique skills.

Zooming in, zooming out, being able to have peripheral vision constantly, learning from other industries.

That's where consulting was a huge benefit because that's what consulting taught you, strategy consulting.

And I think that's what I sort of took to heart and everywhere I went, that's what stood me in good stead.

Yes, definitely the latter because very often strategy as it is taught, is taught by people who've never run a company, never implemented strategy.

So I'll give you an example.

In business schools, they teach the fact that organizations are siloed and siloed organizations are terrible.

You should have information exchange within divisions in the company, et cetera, et cetera.

But the universities are the most siloed places.

There's hardly any sharing of information across departments.

It's the most siloed organization.

You see what it is, is they're teaching something which is not implementable in that entity, right?

So from our perspective, if I go into the company and say, I want power of one, I want PepsiCo to practice power of one, as opposed to Frito-Lay beverages, I'm not going to say, what is power of one?

What do I mean when I say power of one?

What all do I have to change to make power of one happen?