Anthony Wells’ Post

When we step out of our comfort zones, we open ourselves up to a world of new possibilities. The process of venturing into the unknown often requires us to learn new skills or knowledge, which can lead to exciting opportunities for career advancement or even entrepreneurship. By embracing new challenges, we can unlock doors to a more fulfilling and rewarding professional life. Indra Nooyi joined PepsiCo in 1994 and rose through the ranks to become CEO in 2006, a position she held until 2018. During her tenure, she was instrumental in redefining the company’s mission and strategic vision, focusing on what she called "Performance with Purpose." This initiative aimed to deliver sustainable growth with a focus on health and environmental sustainability, which involved shifting the company’s product portfolio towards healthier alternatives and reducing the environmental footprint of the company's operations. Her leadership not only enhanced PepsiCo's financial performance but also improved its global reputation. Under her direction, PepsiCo's revenue grew significantly, and the company expanded its product lines. Nooyi's ability to steer a major corporation through periods of economic instability and changing consumer preferences, while also emphasizing corporate responsibility and adaptation to consumer health trends, exemplifies her successful approach to both business and ethical challenges. #comfortzone #careerdevelopment #entrepreneurship #learninganddevelopment #globalwritersacademy

This week marks a new chapter in the Butterfly story. A new brand. A new vision. A new ambition. Vibrant Thinking reflects who we are and what we have built in our 15 year history. It is why all our Butterflies joined our business and what our clients most value in our impact. We help business leaders think harder and feel deeper to deliver bold strategies for growth in CPG, Hospitality, FS, Retail and Pharma. So please have a look at our new website. Link in comment. Looking forward to tackling many new knotty challenges from clients who aspire to Bold! #brandstrategy #disruptiveinnovation #growthstrategy #bold

Small moves lead to big change. Our commitment to build an equity balanced Foodservice Industry where authentic, diverse, and talented women are empowered to drive their own career paths doesn’t stop at providing community and resources. FWA is committed to help bring Foodservice companies and industry organizations along in this journey so women and all marginalized people can work in an environment where they are valued, respected, promoted and feel they truly belong. Portillo Sales & Marketing was one of the first to step forward and commit to being "all in". They are one year into their journey. A few highlights from the case study: ✨ Leadership at the highest levels committed to the journey of becoming more diverse, equitable and inclusive. 🏋🏽♀️ Driving equity and belonging within all areas of their business became a key business imperative. 🗃 They created and formalized a DEIB action plan. 🌄 They changed ineffective hiring practices that didn't encourage diversity and adopted more inclusive protocols that reflect the diversity of their customer base. 🙋🏽♀️ They diversified at the leadership level by bringing more women into their organization and promoting them. 3 Pro Tips we took from Portillo’s journey: #1 It MUST start with Leadership at the highest levels, both as individuals and as a team. #2 Incremental change wins the day. As Nick Portillo says, a little better every day “can move mountains” and it creates sustainable change. #3 It should start with a focus on an inclusive culture mind-set and a firm working knowledge of what that should look like. Soon, we will be launching case studies and key insights from shadowing Foodservice organizations at different phases of their DEIB journey. No two journeys look the same, nor should they. Come with us as we follow the journeys of some key Foodservice leaders who are making the commitment to build a more diverse, equitable and inclusive environment in their companies, where everyone can belong. #foodserviceindustry #foodservicewomensalliance #deib #letsmakeithappen #wegothere

As I wrap up my first month at US Foods, I'm reminded of the quote by Bill Nye: “Everyone you will ever meet knows something you don't.” In just a few weeks, I’ve connected with many knowledgeble colleagues and learned something new in every conversation. Every conversation has reinforced the importance of collaboration and the value of diverse perspectives in driving innovation and success. I look forward to more months of learning and collaborating together. #newbeginnings #lifelonglearning #personalgrowth

Indra Nooyi: Don’t pretend it’s OK if it’s not. When Indra Nooyi took over as CEO of PepsiCo in 2006, prospects for the company were uncertain. So Nooyi used her position to publicly address the challenges the company was facing head-on. “The one thing I’ve learned is: Don’t lie to the people,” she said in an interview with CNBC.” Don’t tell your people one thing when the reality is something different.” Her resolve to tell the truth wasn’t limited to speeches. Fortune describes Nooyi leading a team of executives on a daylong excursion to various retail and restaurant vendors, meticulously pointing out and photographing every merchandising faux pas so that it could be forwarded to the person who made the mistake. “We ought to keep pushing the boundaries to get to flawless execution,” she said. “Flawless is the ultimate goal.” This unflinching (and sometimes unpopular) forthrightness was a huge factor in Nooyi’s success. And over the long term, she proved her detractors wrong as PepsiCo’s revenue increased from $35 billion in 2006 to $63.5 billion in 2017, with shareholders seeing a 162% return. The moral of the story? Say what you mean, be true to your word, and follow your conscience. Nooyi’s fearless leadership communication style shows that being honest to a fault may not be a fault at all. #HRfraternity #Hrindia #hrpeople #hr2023

Embracing What We're Not Doing: A Lesson from Syed Hussain (My First Manager) In the hustle and bustle of running day-to-day operations and driving #success, it's easy to get caught up in what we are doing. But what about what we're not doing? What has never been tried before in the organization? This concept hit me hard in a conversation with my manager, Masroor, that I'd like to share. In 2013, when I was working as an Assistant #Brand Manager at Dunkin', I was given the responsibility of managing an entire #marketing campaign to relaunch a beverage on the menu. However, during a review of the campaign, it was obvious that the sales numbers were not growing as expected and remained pretty much flat. Masroor asked the pivotal question: "What are we not doing?" It was a simple question but packed with profound implications. I listed all the #strategies, tactics, and executions we were implementing, feeling confident in our approach because we did all that same stuff last year for a similar campaign. However, his question challenged me to think beyond the checklist of actions. He pointed out that while we were executing what worked in the past, we weren't addressing new opportunities or potential blind spots. It dawned on me that success isn't just about doing more of what worked before but also about acknowledging what we're neglecting or overlooking. This incident taught me the importance of strategic introspection. It's about constantly evaluating not just what's on our to-do list but also what's missing, what could be improved, or what's no longer serving us. In today's dynamic business landscape, the ability to embrace what we're not doing is a #competitiveadvantage. It's about being proactive, innovative, and open to change. This concept can be a guiding principle for leaders to think beyond the obvious and strive for comprehensive excellence but at the same time keep in check that we can’t do everything at one time but we need to strategically prioritize initiatives to take up. #EmbracingWhatWeareNotDoing #StrategicInsights #LeadershipLessons #BrandManagement #Campaignmanagment #Initiaitves #Opportunities #Excellence #book #Business #Strategicinsights #OrganizationalExcellence 

Tested on real giants. Our team has over 75 years of combined experience in catapulting big brands, including Sainsbury's, Amex, and IBM, to new heights. Now, we're channelling that wealth of knowledge to empower the underdog, helping David beat Goliath in the business arena. 🔍 Expertise That Speaks Volumes: With a rich history of steering major brands through unprecedented growth, our seasoned team understands the intricacies of the business landscape. 🚀 From Giants to Gems: Having fueled the success of industry giants like Sainsbury's, Amex, and IBM, we're now on a mission to channel that same level of expertise into transforming smaller companies into the next big thing. 💼 Strategic Guidance for Growth: At David & Co., our focus is on strategic guidance that breeds success. Whether it's market positioning, innovative campaigns, or navigating the ever-evolving business landscape, we've got the experience to drive results. 🌟 Empowering the Underdog: We believe in the power of the underdog. Small doesn't mean insignificant; it means agile, dynamic, and ready to disrupt. Our team is here to provide the tools and strategies needed for David to triumph over Goliath. 🙌 Join Us on the Journey: To those navigating the challenges of competition, growth, and transformation, consider David & Co. your strategic partner. Let's rewrite the narrative and redefine success together! 💪💼 https://buff.ly/3OdAXbG #DavidAndCo #BusinessGrowth #UnderdogSuccess #StrategicPartnership #ExpertiseInAction

Indra Nooyi, former CEO of PepsiCo, often emphasizes the significance of decision-making in driving organizational success. In her discussions, she highlights that small, structured decisions can have a substantial impact. Nooyi argues that these incremental decisions contribute to the overall strategic direction of the company. By continuously improving decision-making processes and focusing on classified clusters (specific, targeted areas), organizations can enhance their performance and adaptability. Her approach underlines the importance of attention to detail and the cumulative effect of well-considered small decisions in achieving long-term goals. #leadershipthoughts #IdeasforInsight

Indra Nooyi is the longest-serving CEO of a Fortune 1000 Company. These 3 pivotal elements solidified her leadership: January 2006: Stepping up as CEO. August 2018: Leaving a lasting legacy. 1. Vision Indra Nooyi started her journey at PepsiCo in 1994, carving a path that would see her become an influential CEO globally. She had some massive tasks to tackle: → Is the market ready for a seismic shift? → Can she build a future-resilient PepsiCo? → Can she revolutionize a giant without losing its essence? In her decade-long lead in the company, Nooyi has repeatedly redirected the company’s global strategy. - She helped in reshaping PepsiCo’s brand identity and assets - Followed up on the successful business strategy of PepsiCo’s rival Coca-Cola, who sold its bottling operations a decade earlier to earn impressive rewards and profitable margins on stocks - Lead in Tropicana’s acquisition and merger with Quaker Oats Company. The Tropicana acquisition wasn’t smooth. It faced some critics from PepsiCo’s board members earlier, however, it proved to give PepsiCo a competitive edge in the market. Her vision and strategic moves made her memorable. 2. Diversification In the corporate landscape, it's about showcasing: - Innovations. - Market triumphs. - Transformative strategies. Leading PepsiCo was no different. - She was the fifth CEO of PepsiCo - She spearheaded the decision to make the companies holding restaurants such as Pizza Hut, KFC, and Taco Bell separate identities. - She became the co-director of the Connecticut Economic Resource Center and played a role in drafting the state’s new economic development strategy. 3. Definitive Character Nooyi embraced her identity. - She broke conventional norms. - She upheld her visions. - She possessed the empathy to understand the changing world dynamics. There were countless CEOs before her. All had the opportunity to bring their distinctive leadership styles to the forefront. But they didn't. This was her unparalleled advantage. How to lead like Indra Nooyi: 1. Take the time to reassess goals and areas for improvement with a focus on the future, and don’t neglect bigger-picture strategizing. 2. Think carefully about how major shifts will affect every aspect of business, and how to effectively lead the change. 3. Take calculated risks and dare to go against the grain. This will help your company stand out. 4. Make yourself an invaluable asset by developing a much-needed skill and becoming the go-to expert. While Indra Nooyi is mainly known for her work at PepsiCo, her experience can serve as inspiration and guidance for professionals across any kind of industry. P.S. - Get some value? Please reshare this.

Alastair Scott, founder of S4labour, highlights how sector companies are improving engagement with their teams, in discussion with Gary Cowles, director of operations at Super8 Restaurants (Brat and Mountain), author Dulcie Swanston, Adam Martin, managing director of Tesco Hospitality, and Dan Hawkie, chief commercial officer at TiPJAR. Quick quotes Alastair: "We are at our worst when we are overstaffed.. 'right-sizing' is what we need to get better at." Adam: "In Tesco, I have 3,000 colleagues, 74% of them are women and you need to find leaders who empathetic to the team they are leading, not to their own career path... for staff surveys get your colleagues to help write them." Dan: "Honest Burgers is a great case study... they implemented a service charge method to support their teams." Dulcie: "Leaders should be self aware, listen, but have the ability to forgive themselves for mistakes and move forward... engagement measures and data are so important but whatever you do don't argue against the results even if it's difficult." Gary: "Super 8 does amazing trips, every year staff take part in a wine harvest for a week and that certainly drives a fantastic level of engagement with the business... we have just done our first staff survey and we are looking forward to analyse it." Find out more about Propel events here: https://lnkd.in/en8eJy6g