In The New Competition for Global Resources, a special report prepared by the Boston Consulting Group and Wharton, the Triple E threat driving new understandings about the global future, leadership, and competition was defined as “the need to compete with everyone, from everywhere, for everything” (p.18). Using the case study PepsiCo India: On the Road to Sustainable Development, define how the shaping and driving forces PepsiCo experienced in India impacted the leadership agenda. In particular, address whether the impact of the forces merely created leadership recognition that situations needed to be fixed or contained in order for the firm to penetrate further into the Indian consumer market, or whether the impact of the forces created a reorientation of the leadership agenda as the PepsiCo mindset changed because of learning about and exploring a complex set of concerns for the future.
In this discussion you will gain experience in evaluating Gardner’s Five Minds as guides to addressing future agendas held by today’s global leaders. In the world of global talent and leadership, define which one or two minds are crucial to the solution of Pepsico’s dilemma in India. Defend your choice with information in the case study, in Gardner’s text, or in more current articles you are able to find about Pepsico’s Asian presence.
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