Indra Nooyi

Remember I talked to you about you change strategy, the environment changes.

You cannot be dogmatic about your strategic direction.

When the environment changes around you, you've got to zag a little bit, which is what I did, bought back the bottlers.

Had we not bought the bottlers back at that time in North America, we'd still be fighting with the bottlers and the pie would be shrinking.

Because we're not serving the country, we're fighting each other.

So it was tough, but we brought him back.

The business was a multi, multi-billion dollar business.

So again, you know people are going to criticize you for flip-flopping.

People are going to say you took on a more asset-intensive business.

But was it right for the company?

Got to put the company before you.

They might criticize you, but is it right for the company?

The answer is yes.

I think many people do it well.

Decisions are rarely made in a vacuum.

Decisions are made because you've looked at reams of data, you're married with experience, with a little bit of intuition, a lot of counseling with other people, a lot of discussions, a lot of input from other people too.

Don't underestimate how much knowledge is resident in your teams and how you can tap into it.

And so I think if you're willing to incorporate all those points of view into decision-making, you're going to end up with a great decision.

But you've always got to keep one thing in mind.

If something goes wrong with the decision you made, the blame is yours.