You can push yourself as hard as you want, but the expectations just keep changing and you’re still left feeling like you missed the mark. And it’s not isolated, it’s the same story across multiple departments. It's astounding how much this place has changed in the last several years.
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@ew very simple. They overloaded it with 4x red tape plus this obsolete sap.
@1e7 Absolutely 500%.
Indians have f.. this company royally multiple times over.
An outright ban is required and imposition of quotas.
Their toxic culture has permeated every aspect.
Everyone dances around the actual issue: Indians ruined this company with dishonesty and nepotism and now it's rotting from the inside-out.
@e1 who is that?
I feel the same. I’m a 20++ year veteran. The processes are terrible and you get blamed for the issues. Not that it matters the comp is going backwards regardless of your work quality. This company operates on a budget and this is the root cause of 99% of issues. The investment is not put in and resources have been mismanaged.
@d3 At least her infamous VP of UX finally gone. That DPA mess still gon’ take a minute to clean up right.
@ck ´is staring´? Are you kidding with that opening statement ? It has been like that at least few years now, and yes the legacy of DPA and toxic culture that G-ayatri Narayan created and left behind her is still there.
PepsiCo is starting to show some clear structural and cultural cracks across teams.
Starting with I&O, especially Common Services (especially common services) — there’s a growing issue with ownership vs recognition. A lot of the credit seems to sit there, even when the actual work is done by platform, engineering, or application teams.
In D&AI, the environment feels heavily driven by internal politics. Alignment is slow, decisions take longer than they should, and execution suffers because of it.
Across TS&EP, there’s a concern around role clarity—specifically within certain strategy/overlay functions (not operational vendor management or execution teams). Some roles positioned around Vendor Management or Tech & Innovation operate in coordination capacity, while actual ownership and execution for platforms like Salesforce or Blue Yonder sit with product, engineering, or platform teams. This creates confusion, duplication, and also leads to situations where work is delivered by one group but recognition is taken by another—driving friction and conflict.
On top of that, legacy DPA culture hasn’t gone away. Some of those hierarchical, non-collaborative behaviors seem to have carried into TS&EP, and it’s impacting how teams work together.
With transformation being pushed, these are the kinds of issues that need to be addressed—otherwise it’s just more structure without real change.
Next week on Transformation teams
@OP Yeah we know. But this is getting repetitive and boring. Anyone have any useful information regarding layoffs?