国籍：印度
所属公司：百事公司(PepsiCo)
所属行业：食品和饮料
工作地点：美国
3年股东总回报率：2.1%
卢英德(Indra Nooyi)是全球最受推崇的企业领袖之一，在任何一种女强人排行榜上，都距离榜首位置不远。自2006年起，她一直担任百事公司首席执行官，但真正帮助推动公司战略，是在2001年她成为该公司总裁兼首席财务官以后。
她生于印度金奈，在加尔各答印度管理学院(Indian Institute of Management)获得MBA学位后，在强生(Johnson & Johnson)孟买公司工作两年，然后跨越大西洋，来到了美国。
“当时我身上只有500美元，以及耶鲁大学(Yale)提供的一份奖学金，”她回忆道，“1978年，带着一种移民的感觉，我来到了美国：我必须找到一份特别棒的工作，否则的话，我将会去哪里呢？”她说道，每天她都问自己：“我今天有权当上这个公司的CEO吗？”
她表示，慈父般的祖父对她的影响“巨大”，他灌输给她两个基本理念：“首先，如果你获得了一份工作，就要真正把它干好。你必须不断问自己，‘我是否已尽我所能？’”
“第二，他教导我要活到老学到老。永远不要以为自己已实现目标，要记住，自己不知道的要比知道的多得多。”
在完成耶鲁大学的公共和私人管理硕士学位课程后，她加盟波士顿咨询集团(BCG)。
6年后，她转投摩托罗拉(Motorola)，担任副总裁和负责企业战略和规划的主管。接着，她为瑞士瑞典电力公司Asea Brown Boveri效力4年，然后加盟百事。
据说，当时通用电气(GE)也有意聘用卢英德，当时的百事首席执行官殷瑞杰(Roger Enrico)告诉她，通用电气的杰克•韦尔奇(Jack Welch)是全球最伟大的首席执行官，但百事的确需要她。这个决定成为了她事业上的一个转折点。
卢英德于1994年加盟这家软饮和食品业巨头。在与殷瑞杰共事时，“我们勾画了一幅蓝图，想象10年后百事应该变成的样子。我们剥离了瓶装公司。”她解释道——而她最近刚刚推翻了这个决定。
“你必须有改变方向的意愿，”她表示，“如今，回购我们的瓶装公司是合理的。我们正在描绘另一张蓝图，而这也会发生改变。”
卢英德预见到了向更健康饮食的转变，并开始以此为品牌定位。作为这一战略的一部分，百事于1998年收购纯果乐(Tropicana)，而后又在2000年（以130亿美元）收购桂格燕麦(Quaker Oats)。在她的率领下，百事运动饮料佳得乐(Gatorade)也实现了市场份额的增长。
该公司已将乐事(Lay)薯片（在英国的品牌名为Walkers）中的钾含量减少25%。她表示，如今，“一袋乐事的含盐量低于一片面包。”
卢英德将百事产品组合划分为3类：“趣味类”(fun for you)（百事、多力多滋(Doritos)）；“健康类”（better for you）（百事轻怡(Diet Pepsi)、薯片）；“有益类”(good for you)（纯果乐、Naked、桂格燕麦）。她表示：“人们的生活方式已改变，我们必须改良自己的产品。”她补充称，2011年之前，乐事薯片将100%使用天然配料。该公司还在关心可持续种植法，例如，希望减少种植土豆过程中的用水量。
在宣布第三季度业绩较为稳健且有所改善的同时，卢英德宣布将新建一个部门，负责利用水果、蔬菜、谷物和牛奶开发创新性营养品。
卢英德当时在一份声明中称：“全球营养集团(Global Nutrition Group)的创立，是我们的长期战略的一部分，这一战略的目标是在2020年之前，将营养业务的收入从目前的100亿美元左右，扩大到300亿美元。”她表示：“我们希望我们的员工每天来上班的时候都热血沸腾。”她这样说是认真的。
“我们拥有一种非常具有竞争力的授权文化，”她补充称，“过去，你说了‘去做吧’，他们才会去做。而如今，他们会说，‘让我来做吧。’”
卢英德表示，确保积极的多样化做法，对于吸引最优秀的人才至关重要。“对于我们的高潜能员工，我们考虑一项10年至15年的发展计划。这会考虑到他们的子女、学校、配偶的工作、年迈的父母——所有可能影响他们安心工作的因素。这样，我们就有机会根据他们的个人生活，来推动他们的事业发展。”
在可乐大战中，百事是一个失败者，或许借用Avis的广告语，该公司因此而加倍努力。卢英德也在加倍努力。她滔滔不绝地谈起了对于美国给自己机会的感激之情，并谈到希望有一天，能够在公共生活中“回报”社会。
然而，如今，在公众的眼里，她是一位强者，她无法再像家庭主妇那样购物或做些杂事，她身边必须有保镖陪同。“我讨厌这样，”她表示，“我是个正常人，一个母亲，一个妻子。”
译者/梁艳裳
http://www.ftchinese.com/story/001035832
Nationality: Indian Company: PepsiCo Sector: Food and beverages Location: US Three-year TSR: 2.1%
Indra Nooyi is one of the most fêted corporate leaders in the world, never far from the top of any ranking of powerful women. She has been chief executive of PepsiCo since 2006, but has effectively been helping to drive its strategy since 2001, when she became president and chief financial officer for the group. Born in Chennai, Nooyi took an MBA at the Indian Institute of Management in Kolkata, and worked for two years for Johnson & Johnson in Mumbai, before crossing the Atlantic. "All I had was $500 and a scholarship from Yale," she recalls. "I had the immigrant feeling, arriving in the US in 1978: I had to do an extra-good job – if it didn't work out, where was I going to go?" Every day, Nooyi says, she asks herself: "Did I earn the right to be CEO of this company today?" Her paternal grandfather had a "huge" impact on her, she says, instilling two fundamental ideas: "First, if you are given a job to do, do it really well. You must consistently ask yourself, 'Have I done it to the best of my ability?' "Second, he taught me to be a lifelong student. Don't ever think you've arrived, and remember that what you don't know is so much more than what you do." After completing her masters in public and private management at Yale, Nooyi joined Boston Consulting Group. She was there for six years before joining Motorola, working as vice-president and director of corporate strategy and planning. She then spent four years with Asea Brown Boveri, the Swiss-Swedish electricity company, before joining Pepsi. The story goes that at the time, General Electric was also keen to attract Nooyi and that Roger Enrico, chief executive of Pepsi, told her that GE's Jack Welch was the greatest chief executive in the world, but that PepsiCo really needed her. It was a watershed decision. Nooyi arrived at the soft drinks and snacks giant in 1994. Working with Enrico, "we drew a map of what PepsiCo should look like in 10 years' time. We spun off our bottling companies," she explains – a decision she has just reversed. "You have to be willing to change direction," she says. "Now it makes sense to buy back our bottlers. We are working to the next blueprint, and that, too, will change." Nooyi anticipated the shift towards healthier eating and started to position the brand accordingly. Contributing to the strategy that saw Pepsi buy Tropicana in 1998 and then Quaker Oats (for $13bn) in 2000, she has also spearheaded the market growth of Gatorade, Pepsi's sports drink. The company has reduced sodium in Lay's crisps (branded Walkers in the UK) by 25 per cent. Now "there's less salt in a bag of Lay's than a slice of bread", she says. Nooyi has organised the Pepsi product portfolio into three sub-brands: fun for you (Pepsi, Doritos); better for you (Diet Pepsi, baked crisps); and good for you (Tropicana, Naked, Quaker Oats). "Lifestyles have changed and we have to modify our products," she says. Nooyi adds that by 2011, Lay's crisps will be made from 100 per cent natural ingredients. The company is also concerned with sustainable farming methods, looking, for example, to reduce the water used in growing potatoes. Reporting solid, improved results for the third quarter, Nooyi also announced a new unit responsible for developing innovative nutrition products using fruit, vegetables, grains and dairy. "The creation of this Global Nutrition Group is part of our long-term strategy to grow our nutrition businesses, from about $10bn in revenues today to $30bn by 2020," Nooyi said in a statement at the time. And when she says: "We want our employees to be thrilled to come to work every day," she means it. "We have an empowering culture that is constructively competitive," she adds. "In the past, when you said, 'Move,' they moved. Now they say, 'Let me do this.'" Ensuring positive diversity practice, Nooyi says, is critical to attracting the best. "We look at a 10-15-year development plan for our high-potential people. This looks at their children, their schools, their spouse's job, ageing parents – anything that affects where they will be comfortable working. That way we can build opportunities to develop their careers in tandem with their personal lives." In the battle of the colas, Pepsi is the underdog, and perhaps, to borrow the advertising line from Avis, as a result it tries harder. Nooyi, too, tries harder. She talks eloquently about her sense of gratitude to the US for giving her the chance, about wanting some day to "pay back" in public life. However, now she is firmly in the public eye, she can no longer do the household shopping or run errands, but must be accompanied by security guards. "I hate it," she says. "I'm a normal person, a mum, a wife."
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