Indra Nooyi

Where can the friction be in the company to implement power of one?

How do I provide the right incentives to remove that friction?

Because at the end of the day, everything has to happen through people.

So you've got to understand people and you've got to understand all the changes you've got to make to people, processes, incentive structures, everything to enable a change to happen.

And that's what I mean by implementable.

Don't just sit there saying we should have power of one.

Talk about what is it going to take to implement it.

Understand where it could be derailed, anticipate it, keep addressing it.

Watch for signs when it's not working well.

See what changes you've got to make.

So you've got to be very alert when you're making a change.

Most of it is friction in organizations, friction points, which you've got to look for and remove it.

A good board member probably does governance well and knows all the board rules and can show up at a meeting reading the material.

A great board member reads a lot more than the material that's provided to you.

You know, go read everything that's available outside of the company, its businesses, its competition, technologies, whatever.

So when you come to the meeting, you don't just...

do what the basic stuff required to get through the two days of board meetings.

But you're adding value over and above the basic requirements of the board.

And so when you provide insights that really cause the company to pause and say, God, she's got a great point there.

Let's call her back and say, hey, Indra, can you tell us more about what you meant by that?