One of the biggest issues is the lack of any real vision from the top. Without a clear direction, it’s no wonder people are frustrated. If there is a plan, it’s barely visible and poorly shared, leaving everyone unsure about the future.
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@263 Not sure they'll get to that level, but a trimming at the top and BOD will be the first action topic to correct our problems. That should filter down to the levels you mentioned.
the activist investors are going to fix all the management problems that have plagued PEP
@zd Appointing non technical incompetent Seth as CIO was the Downfall. He was pushed out but his toxicity remains. That man had problems. Typical bully. Glad he is gone and hoping we get to see some leadership cleanup. Maybe some real talented tech leader who bring great people skills.
@106 The original sin when setting up the DPS/ DPA was hiring G-yatri and leaders without integrity - people who only look out for how to fill their own pockets and push their careers forward, without regard for long-term consequences for Pepsico or what’s happening to their teams. A mentality straight out of the Indian caste system: ‘I’m a VP, so whatever you say is worth nothing, just do what you are told to do and stop asking questions …’. Fcuk Voice Your Opinions Fearlessly ! . That started from G-yatri and followed with VPs appointed by her . Fingers crossed D.Dohnalik will make proper and long overdue cleansing now that he is taking over what remains of DPA. Someone once called DPA a Disorganized Pandemonium of Ambiguity - I could not agree more!
PGT was a failure. Athina also had major failures that were quietly swept under the rug. Her biggest was bringing in G-yatri, which triggered a cascade of issues—tolerating toxic behavior, enabling bullying, and allowing her leadership team to spread a damaging culture. Where was the accountability when so many people reported this? Even today, toxic individuals remain, some openly using Ramon’s name to push their own agenda.
A large part of this wasteful behavior is coming from Santosh’s team in India, as well as from Dave’s team in India. They openly talk about using workshops and travel as an excuse for themselves. Every month, nearly half of the Hyderabad team flies out for “workshops,” even though they are based in Hyderabad. This feels less like a business need and more like an excuse to extend stays and enjoy travel.
How is this beneficial to PepsiCo when it results in massive travel expenses and weekly pictures of lavish meals on company expense? Someone needs to stop this. People must start treating PepsiCo like it’s their own company and recognize that this waste comes directly from our profits. The “hub” model must be justified with real outcomes, not just excuses for unnecessary travel.
@yr all the Seth appointees who were hired on his behest are carrying on in his arrogant footsteps and we are powerless as they continue to get away with the endemic racism and Indian culture of insults day in and out. It is time to wipe the slate clean of the incompetence, cut Indian representation to proportional representation.
It is because they all want to be so relevant and put their stamp on something so it is a constant tug of war. Who remembers the tug of war between Seth and Athina.
It got so ugly. Vendors and some of us felt the pain. Glad Seth was fired. Several of us were yelled at and ridiculed. Our complaints went unnoticed for a long time. Glad it is over but there are several other tug of wars. Board and CEO needs to set clear vision for the company and hold each of their leaders accountable.
@tk both S&T digitalization and indianization of Pepsico has clearly failed!
@sf SnT is over bloated and except for the failed SAP has delivered nothing else. Cut SnT to 1/3 and you won't miss much. The Indian hubs hardly do any work.
@em I do wonder how much more sectors, especially North American units, still want to waste on S&T operations in 2026?
if DPA was S&T flagship digital transformation ship, and it has hit the rocks with so much bad noise… what happens next?
Shutting down US plants while continuing to fund that cash-cow sounds like madness!
pepsi strategy is to be deliberately distruptive lol
@d1 will she be replaced with an AI? It might do a better job than the half a** job she’s doing
The strategy is to replace you with cheaper labor and AI. I think that’s pretty clear now, but not something they’re gong to publicize in Town Halls and Operating Model decks.
The Strategy is AI everything.... Per Athina.
@c0 what is a strategy conversation at S&T anyway? Does it even exist? Or does it come down to how much money we could squeeze from the business next year for our vanity projects with grandeur titles and limited value of delivery ( so that big fat bonuses are secured ) ? Accenture rip off mindset across the board!
@c0 you’re not the only one unfortunately. Our design team has never had a defined strategy; decisions are ad-hoc and based largely on the changing preferences / moods of our VP, and before that, the SVP, now gone.
As a result, too often our work lacks long-term vision and clear prioritization, which makes it harder to build momentum, measure real impact, earn credibility across the organization and build strong relations with business stakeholders. It seems at Pepsico Strategy & Transformation has very little to do with actual strategy and proper planning.
Haven't had a real strategy conversation with my direct manager... this VP in S&T... in what, three years now? I can't wait for that lazy fu-k to be fired.
All they care about is massaging the financials, finding ways to axe people, and shipping whatever jobs they can to India.
@OP Staying silent when leadership fails or acts inappropriately speaks volumes!
If the company, HR, Executives etc ignore their obligations to act on all the issues brought up by our colleagues here, most of PEP employees assume the worst: that they’re complicit, or that they are hiding something! The potential fallout isn't just a moral and ethical question. It leads to business risks, damaged reputation, failed projects and waste of PEP funding!
For example, merging DPA with S&T Enterprise Solutions sounds like sweeping problems under a new carpet - , unless proper clean-up and accountability takes place.
Why should we care? Because trust is part of our everyday impact. What our leaders say, how they say it and what we all deliver shape how S&T is perceived and remembered by rest of Pepsico. Unfortunately the picture that DPA projected over the last few years has been quite damaging to S&T.