【CEO故事】百事CEO英德拉·努伊：我不认为‘平衡工作与生活’是一种选择，这是耍杂技

“可乐之战”里的亚裔女掌门：百事CEO袒露“完整人生”智慧 原创 林湃 iWeekly周末画报

英德拉·努伊是百事集团首名亚裔女总裁，曾被《财富》杂志评为“全球最有权力女性”之一。今年秋天，努伊出版回忆录《我的完整人生：工作、家庭与我们的未来》（My Life in Full: Work, Family, and Our Future），首次回顾自己从印度清奈到耶鲁大学，再到商界巅峰的人生故事。离开百事后，努伊加入亚马逊董事会，也组织公益活动，希望鼓励更多女性在大型企业中任职。“2018年我作为CEO退休时，《财富》500强公司中有41名女CEO。你可以说这是很大的突破，（我在百事工作）25年来，女性CEO的人数从0变成41，你也可以说，女总裁比例从0变成8.5%。”

“这是进步吗？是，也不是。”努伊说。

“请把头衔留在车库里”

努伊至今还记得她被任命为百事集团CEO的那一天。那是2006年12月，欣喜若狂的她带着升职的消息回家，准备与家人分享喜讯，进门听到的却是母亲的教诲：“你以后可能会是百事集团或者其他什么公司的总裁，但回到家，你是妻子，是母亲，是女儿，没有人能取代你在家里的位置，请把你的头衔留在车库里。”在开口报告升职喜讯之前，她先听到的是母亲的提问：“你能出去买点牛奶回来吗？”

“我的母亲是印度社会变革的产物。”努伊形容，母亲“一条腿踩着刹车，一条腿踩着油门”：“踩着油门的脚说‘我想让我的孩子拥有我没有的东西，过我曾经希望过的生活’。踩着刹车的脚认为自己毕竟生活在印度社会，女儿必须在18岁结婚。幸好她知道生活中不断变换油门与刹车。”

1955年，努伊出生在印度马德拉斯。那时的印度独立建国不久。“被占领350年后，印度成了一个新兴国家，人们试图弄清它作为一个国家在世界的位置，也试图想明白妇女可以在社会中发挥什么作用。”努伊在《华盛顿邮报》的活动上回忆。她成长于一个富裕的知识分子家庭，有一个姐姐和一个弟弟。努伊的祖父是退休法官，用毕生积蓄建造了一栋别墅供全家人居住。

在努伊的记忆中，童年是院子里的秋千、狄更斯小说与《牛津英语词典》。祖父热爱交际，每天都与不请自来的朋友在客厅里讨论国际时事。他常随手拿起狄更斯的小说，翻到某一页，指着一个单词询问努伊和其他孙辈：“这是什么意思？”如果孩子们说不知道，祖父会要求他们查字典，再用单词造句来证明自己明白了单词的意思。

“我的家庭给了我巨大的优势。”努伊承认。“我的父亲与祖父支持家里的女孩接受教育，支持我们上大学。”她常和十几个堂兄弟姐妹创作自己的剧本，再绕着花园里的秋千表演。长辈们聚在一起观看，给出自己的意见。“我的童年不是一个充满‘干得漂亮’的世界。我听到的更多是‘那很一般’或者‘这是你最好的作品吗？’我的家里都是诚实而不是虚伪的鼓励。”每天晚餐时，努伊的母亲会要求她和姐姐写一篇演讲词，想象如果自己是某个国家的领导人，希望解决什么问题。姐妹轮流演讲之后，母亲再决定要把自己的“选票”投给谁。

“母亲没有工作，也没有上过大学，但她给了我们足够的信心，让我们成为自己梦想的那种人。”努伊说。1978年，她从印度马德拉斯大学毕业后被耶鲁大学商学院录取。全家长辈在家开会投票，最终同意努伊独自到美国求学。在离家一万多公里的陌生国度开始新生活，她是班上为数不多的女学生，加上印度裔背景，努伊感受到从未有过的冷漠与不适，她不知道该去哪里买吃的，也不会用超市的自动收银机。她最后在杂货店买了面包、西红柿与土豆，“哭着吃完来美国的第一餐”。幸好曾经受到的教育帮助她很快适应了美国的生活。

从耶鲁毕业后，努伊先后在波士顿咨询公司与摩托罗拉工作，1994年加入百事集团。这时的百事还是一间“15个公司高管中有15个白人男性”的“传统美国企业”。因为有商业咨询经验而且“非常实干”，她带队将300多页的商业分析方案简化成6张图表与海报，获得赏识。CXO UNION CXO联盟 cxounion.cn

但同时照顾家庭与事业依然是“不可能的任务”，努伊与丈夫拉吉育有两个女儿。在努伊工作时，拉吉承担了家务与照顾孩子的责任。因为工作太忙碌，她曾收到女儿写的信：“亲爱的妈妈，求你，求你，求你，求你，求你早点回家。我很爱你。如果你能早点回家，我会更爱你。”她今天还保留着这封信。

“我不认为‘平衡工作与生活’是一种选择，这是耍杂技。”努伊说。“每个人的生活都需要权衡。作为母亲和管理层，我怎样才能在所有事情上做得更好？这都是痛苦的、让人情绪复杂的权衡。我当然体验过痛苦与失去。”CXO UNION CXO联盟 cxounion.cn

“社会评价女性事业是否成功的标准与男性不同。不管我们做什么，女人总被认为不够优秀。要么太吵，要么太软弱，要么太情绪化，或者不够负责任。女性不会只是一个主管，一个经理，我们总会被社会贴上一些标签。”

更少糖，更多利润

“1994年你加入百事公司时，公司高层中没有女性。你认为这样的传统文化是否伤害了公司利益？”商业记者大卫·伊格纳茨曾这样追问努伊。

“不，我不认为这伤害了公司利益。”努伊回答。“这是1994年，那个时代的理想状态依然是白人男性在外工作，他们的妻子负责照顾家庭。恰恰相反，正是因为他们招募了我，才让我明白百事非常注重公司多样性。”努伊回忆：“我不会把百事称为陈腐的公司，如果我们不是年轻、进步、热情的，今天我不会站在这里。”努伊在百事的业绩极为优秀。她领导百事集团拆分了必胜客等餐饮业务，收购新品牌。她任期内，集团收入提高了80%。

努伊也从不避讳百事与可口可乐的市场争夺。她在回忆录中写道，百事公司几乎有一种“可口可乐情节”，公司非常关注可口可乐的商业变化。CXO UNION CXO联盟 cxounion.cn

“我们两家公司的竞争很激烈，但骨子里我们是两家完全不同的公司。可口的产品都是饮料，我们除了饮料还有别的。更有趣的是，我们把自己看作一个引领潮流的公司，而我认为对手是一家永恒的公司。百事可乐关注于下一代、新一代、未来，他们则关注保持传统、保持原来的样子。这是两家同样伟大的公司，但我们的竞争方式完全不同。”更重要的是，努伊称两家饮料巨头必须为对方而存在。“竞争让我们都变得更好。如果没有他们，我们会想象出一个竞争对手，这样才能保证公司做得更好。”CXO UNION CXO联盟 cxounion.cn

为了保持前瞻性，努伊对百事的产品线做了大幅调整。她曾说自己对“做糖、脂肪与盐的生意”感到很不舒服，百事因此收购了果汁、燕麦与运动饮料品牌。CXO UNION CXO联盟 cxounion.cn

在《我的完整人生》中，努伊回忆苹果创始人乔布斯曾建议百事可乐在产品中减少一半糖分。为了保证饮料口感，努伊拒绝了这个提议，转而收购发展新的健康饮料品牌。“我很清楚消费者正在转向更健康的产品，低卡路里、有营养的代替产品。这是不可避免的趋势。”努伊在《华盛顿邮报》的采访中说。

商业咨询师出身的她相信数据，这也帮助她打开公司的新路线。根据百事的分析，早上10点之前人们很少消费百事公司的产品，因此她选择收购燕麦品牌，打开早餐市场。“大公司是为了传承建立，我们必须不断重塑自己，如果不这样做，我们会随着时间推移，逐步死亡。重塑自己、面向未来的最好方法就是关注大趋势。我们做了研究，数据很清晰——消费者更关注健康了。”努伊回忆。CXO UNION CXO联盟 cxounion.cn

“工作时，我首先是经济学家，然后才是女性主义者。”CXO UNION CXO联盟 cxounion.cn

她也不否认，自己任职CEO期间曾有误判。2017年，百事可乐的一支广告引发社交媒体批评。视频中，白人模特肯德尔·詹娜在与警察对峙的示威现场为大家送可乐，广告被批评是在淡化黑人平权运动。努伊承认，公司内部审核广告时没有一个人觉得它有问题。批评声发酵后，她立刻选择撤回广告，“我们的本意并不是伤害任何人”。

但总体上说，“我对自己在百事的工作感到很自豪。我没有遗憾，也不后悔选择退休”，努伊说。

“我做了12年的首席执行官。在前6年，我设法带领公司度过金融危机，创建一个更加国际化的百事公司，我们关心美国市场，更关心国际市场。后6年，我们在想办法扩大核心业务。每个CEO都会经历某种危机，我经历过金融与供应链危机，我的继任者正在处理新冠疫情带来的问题。一个好的CEO应该是知道如何挺过困难，不断思考如何在危机中创造更大价值——着眼于长远——而不仅仅是关心本季度该如何。”CXO UNION CXO联盟 cxounion.cn

内容来自《周末画报》

撰文：林湃

英文翻译：

The Asian woman in charge of the “Coke War” : Pepsi CEO confesses the wisdom of a “complete life”

Indra Nooyi is the first Asian female CEO of PepsiCo Group and was named one of the “world’s most powerful women” by Fortune magazine. This fall, Nooyi published a memoir, “My Life in Full: Work, Family, and Our Future,” in which she looks back for the first time on her life story from Chennai, India, to Yale and to the top of the business world. Since leaving PepsiCo, Nooyi has joined Amazon’s board of directors and has organized pro bono campaigns to encourage more women to work at large companies. “When I retired as CEO in 2018, there were 41 female ceos of Fortune 500 companies. “You could say that’s a big breakthrough. In 25 years [of my time at PepsiCo], the number of women ceos went from zero to 41. You could also say that the percentage of women ceos went from zero to 8.5 percent.”

“Is this progress? Yes and no.” Nooyi said.

“Please leave your title in the garage.”

Nooyi still remembers the day she was named CEO of PepsiCo. It was December 2006, and she came home ecstatic with the news of a promotion, ready to share the good news with her family, and came in to hear her mother’s teaching: “You may be the president of PepsiCo or whatever company, but when you come home, you are the wife, the mother, the daughter, and no one can take your place in the family, please leave your title in the garage.” Before she could say anything about her promotion, she heard her mother ask, “Can you go out and get some milk?”

“My mother is a product of social change in India.” Nooyi describes the mother as having “one leg on the brake and one leg on the accelerator” : “The foot on the accelerator says’ I want my child to have what I don’t have, to live the life I once wished for ‘. The foot on the brake thinks that he lives in Indian society after all and his daughter must be married at 18. Fortunately, she knows that life is a constant change of gas and brake.”CXO UNION CXO联盟 cxounion.cn

Nooyi was born in 1955 in Madras, India. India had just become independent. “After 350 years of occupation, India is an emerging nation, and people are trying to figure out its place as a nation in the world and what role women can play in society.” Nooyi recalled at the Washington Post event. She grew up in a wealthy intellectual family with an older sister and a younger brother. Nooyi’s grandfather, a retired judge, used his life savings to build a villa for his family to live in.

Nooyi remembers childhood as a garden swing, Dickens novels and the Oxford English Dictionary. A gregarious grandfather, he spent his days discussing international events with uninvited friends in the living room. He would pick up a Dickens novel, turn to a page, point to a word and ask Nooyi and the other grandchildren: “What does this mean?” If the children said they did not know, the grandfather would ask them to look up the words in the dictionary and make a sentence with the words to prove that they understood the words.

When Nooyi was CEO of PepsiCo, she acquired brands and expanded the company’s product line.

“My family gives me a huge advantage.” Nooyi admits. “My father and grandfather supported the girls in the family to get an education and for us to go to college.” She often wrote her own plays with a dozen Cousins and performed them on swings in the garden. Elders gather to watch and give their opinions. “My childhood was not a world of ‘well done.’ I hear more ‘that’s average’ or ‘Is that your best work?’ ‘My family is full of honest encouragement, not false encouragement.” Every night at dinner, Nooyi’s mother asked her and her sister to write a speech imagining what problems they would like to solve if they were the leader of a country. After the sisters take turns speaking, the mother decides who she wants to vote for.CXO UNION CXO联盟 cxounion.cn

“Mom didn’t have a job or go to college, but she gave us enough confidence to be the kind of people we dreamed of being.” Nooyi said. After graduating from the University of Madras in India in 1978, she was admitted to the Yale Business School. The elders of the family held a meeting at home and voted to allow Nooyi to study alone in the United States. Starting a new life in a strange country more than 10,000 kilometers from home, one of the few female students in her class, and with an Indian background, Nooyi felt more cold and uncomfortable than she had ever felt before. She didn’t know where to buy food or how to use the supermarket’s automatic cash register. She ended up buying bread, tomatoes and potatoes at the grocery store and “cried through her first meal in America.” Fortunately, the education she received helped her quickly adapt to life in the United States.

After graduating from Yale, Nooyi worked at Boston Consulting Group and MOTOROLA before joining PepsiCo in 1994. At this time, Pepsi was a “traditional American company” with “15 white men out of 15 senior executives.” Because of her business consulting experience and being “very hands-on,” she led a team that simplified a business analysis plan of more than 300 pages into six charts and posters and gained recognition.CXO UNION CXO联盟 cxounion.cn

But juggling family and career remains an “impossible task” for Nooyi, who has two daughters with her husband Raj. While working at Nui, Raj took on household and child care responsibilities. Because she was too busy at work, she received a letter from her daughter: “Dear mother, please, please, please, please come home early.” I love you so much. I would love you more if you came home early.” She still has the letter today.

Nooyi at a leadership event in Miami in 2007.

“I don’t think ‘work-life balance’ is a choice. It’s juggling.” Nooyi said. “Everyone’s life has trade-offs. How can I get better at everything I do as a mother and as a manager? These are painful, emotionally complex trade-offs. I’ve certainly experienced pain and loss.”

“Society evaluates women’s career success differently from men’s. No matter what we do, women are not considered good enough. Either too loud, too weak, too emotional, or not responsible enough. Women are not just a supervisor, a manager, we are always labeled by society.”

Less sugar, more profit

“When you joined PepsiCo in 1994, there were no women at the top. Do you think such a traditional culture hurts the company’s interests?” Business journalist David Ignatz asked Nooyi.

“No, I don’t think it hurts the company.” Nooyi replied. “This was 1994, and the ideal was still for white men to work outside the home and their wives to take care of the family. On the contrary, it was because they recruited me that I understood how deeply PepsiCo cares about diversity.” “I wouldn’t call PepsiCo a stale company,” Nooyi recalls. “I wouldn’t be standing here today if we weren’t young, progressive and passionate.” Nooyi’s record at Pepsi has been excellent. She led PepsiCo’s efforts to spin off its restaurant businesses, including Pizza Hut, and acquire new brands. Group revenues rose 80 per cent during her tenure.CXO UNION CXO联盟 cxounion.cn

Nooyi at an event at the New York Stock Exchange in 2015.

Nooyi has also never shied away from the market battle between Pepsi and Coke. She wrote in her memoir that PepsiCo almost had a “Coca-Cola plot” and that the company was very concerned about the changes in Coca-Cola’s business.

“The competition between our two companies is fierce, but at heart we are two completely different companies. Delicious products are drinks, and we have more than just drinks. What’s more interesting is that we see ourselves as a trend-setting company, whereas I see the opponent as a timeless company. Pepsi is focused on the next generation, the next generation, the future, and they are focused on keeping the tradition, keeping the way it was. These are two equally great companies, but we compete in completely different ways.” More importantly, Nooyi said the two beverage giants must exist for each other. “Competition makes us all better. Without them, we would have imagined a competitor so that we could do better.”

To stay ahead of the curve, Nooyi has overhauled Pepsi’s product line. She once said she was uncomfortable “being in the sugar, fat and salt business,” prompting Pepsi to buy juice, oatmeal and sports drink brands.CXO UNION CXO联盟 cxounion.cn

In “My Whole Life,” Nooyi recalls Apple founder Steve Jobs advising Pepsi to cut sugar in half. In order to maintain the taste of the drink, Nooyi rejected the proposal and instead acquired and developed a new healthy drink brand. “It’s clear to me that consumers are turning to healthier products, low-calorie, nutritious alternatives. It’s an inevitable trend.” Nooyi said in the Washington Post interview.

A business consultant by training, she believes in data, which has also helped her open up new routes for the company. According to Pepsi’s analysis, people rarely consume PepsiCo products before 10 a.m., so she chose to buy oatmeal brands and open up the breakfast market. “Big companies are built for heritage, and we have to reinvent ourselves constantly, and if we don’t, we’ll die over time.” The best way to reinvent yourself for the future is to pay attention to big trends. We’ve done the research and the data is clear – consumers are more health-conscious.” Nooyi recalls.

“At work, I’m an economist first and a feminist second.”

Nor does she deny that she made miscalculations during her tenure as CEO. In 2017, a Pepsi AD drew criticism on social media. The video, which shows white model Kendall Jenner delivering cokes to people at a demonstration where she confronts police, has been criticized for playing down the black rights movement. Nooyi admits that when the company reviewed the AD internally, not a single person found it problematic. After the criticism, she immediately chose to withdraw the AD, “Our intention is not to hurt anyone.”

But overall, “I’m very proud of my work at PepsiCo. I have no regrets and no regrets about choosing to retire, “Nooyi said.CXO UNION CXO联盟 cxounion.cn

“I was a CEO for 12 years. In the first six years, I managed to steer the company through the financial crisis and create a more international PepsiCo, where we cared about the American market and cared more about the international market. For the next six years, we were looking for ways to expand our core business. Every CEO goes through some kind of crisis, I went through financial and supply chain crises, and my successor is dealing with the problems caused by COVID-19. “A good CEO is someone who knows how to get through tough times and is constantly thinking about how to create more value in a crisis — looking at the long term — rather than just this quarter.”

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于《周末画报》；编辑/翻译：CXO UNIONCXO联盟小C。

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