Indra Nooyi

I removed every barrier, told them that, okay, this is what's holding you back.

Let me make a few phone calls and see if I can get this out of this company faster.

So I jumped through hoops for them.

But there's one big lesson.

When you're in such positions of leadership and you have passion about something, don't try to take the credit.

If the team does a great job at the end of it, even though you were the program manager and you drove it, give the credit to the team.

Because you couldn't have done it yourself.

The team did it.

It's just that you exercise the power of your office to help them get there.

So the credit should go to them.

Make sure you give them the credit.

When something goes wrong, take the blame.

But, you know, blame flows upwards, credit should flow downward.

Well, all of a sudden people are saying, God, we can do so much with design.

We can change our innovation process.

We can change our package, our product design.

We started to move from what's the color of the package on the shelf to how is this product going to be consumed?

How is it going to be used?

How is it going to be carried?

How is it going to be stored on the shelf?