4 Business Advanced English 2, SW3, OA2

The company’s key goal in managing change was to i.... a... e..... s.... and l.... c.... for c..... a.....

indicated a shared value system for Diversity and Inclusion on a g....... m....... l.......

A c.... t.... project on a massive scale, the PepsiCo International Inclusion Project set out to l.... t.... “p.... o.... o.....” involving the entire g.... o.....

to treat other with r..... and f.....

demonstrating s..... t..... d..... and appreciation for diverse perspectives and opinions.

demonstrating sensitivity to differences and a.... f... d...... p.... a.... o.....

At more s.... l....., it is expected that managers and executives f.... a.... i..... w..... e.... and one which helps people b.... a h.... b.... between work and personal life.

Due to the significant complexity of the effort, TMC adapted John Kotter’s 8-Step Change Model to create a strategy for building a g.... i.... a.... u.... o.... c....

The ultimate goal: e.... b..... g..... o...., particularly m..... e...., i....., c..... e..... and t..... d.....

the change process accommodated groups and locations at different stages and different cultures and local and regional l.... s.... and communication.

In the first phase of the project, Local Ownership and Relevance, TMC c..... ‘Chartering the Journey’ w.... with regional, business unit senior leadership to create sponsorship buy-in and l..... t.... to guide the change process.

i.... a.... and acceptance of c.... a.... e..... r... for change were addressed in two 3-hour sessions.

workshop to d.... s... that enable leaders at every level to b...., a..... and s..... an inclusive sphere of influence.

developed a variety of tools to help leaders f..... their p.... and e..... their s.....

In parallel, TMC created and delivered a Diversity & Inclusion Practitioner Certification program to develop an i.... c.... of PepsiCo International key b.... u.... l.... who were then able to c.... the program to lower levels of the organization and d.... the c... p.....

Internal business leaders representing each of the business units and geographic areas were certified to coach individual leaders, informally track o...... d....., assess current and desired state of o..... c...., identify specific opportunities and applications, and facilitate workout sessions and workshops.

Employees are measured on how well they achieved Diversity and Inclusion objectives, affecting their m.... i.... and b.... p.....

Research shows employees have experienced growth in six key competencies r.... t..... inclusiveness. This can be a.... t.... behavior changes by key managers and an emphasis on Diversity and Inclusion throughout the organization.

It takes p..... c..... by individual leaders 

Representation of women at the e.... l.... has increased.

Informal studies identify small operational successes in global, c...... t...., s..... p..... and i..... i..... etc.

The w......  o..... has benefited from the use of shared vocabulary and reference points conveyed by the training components.

Employees are increasingly more a.... o..... biases/prejudices and how to d.... w.... them in the business environment.

Nothing will change without commitment from leaders and modeling i..... b....

A key s..... f..... is the ability to adequately “decode,” acknowledge and satisfactorily address the c.... b.... and context
associated with Diversity and Inclusion.

Regionally created D&I Councils are fundamental to maintain and further the agenda of building the i..... c.......

it is critical to select leaders from within the various l..... o..... b......, not support functions.

An informal g.... k.... n.... through which experiences, lessons learned, and good practices can c...... the organization, is also key.