Executive V.P., Chief Strategy & Transformation Officer at PepsiCo
Athina Kanioura is Executive Vice President, Chief Strategy and Transformation Officer at PepsiCo. An accomplished innovator and transformation leader, Kanioura oversees PepsiCo’s end-to-end strategy to win both as a total company and in key markets, including their digitalization strategy. She also leads company-wide transformation—ensuring that their scale is leveraged as they focus on accelerating profitable growth and identifying areas of cost efficiency and optimization—in addition to overseeing Data Products, Platforms, and Talent. Prior to joining PepsiCo, Kanioura was the Chief Analytics Officer and Global Head of Applied Intelligence at Accenture, where she specialized in applying AI and analytics to drive business value. During her 15 years at Accenture, Kanioura grew the Applied Intelligence function from a subspecialty to a global group at the forefront of scale business transformation. She also ran Sales and Customer Analytics globally and drove the company’s offerings in customer relationship management and personalization. Kanioura specializes in transforming businesses with emphasis on data and technology, and brings many years of practical experience globally in industries such as telecomms, oil and gas, financial services, and consumer packaged goods, having worked with companies such as Mondelez, Unilever, P&G, Reckitt Benkiser, Phillip Morris, and Adidas. Kanioura is a member of the Royal Statistical and Economics Society, where she contributes to shaping government policy around how data is used by bodies like the IMF. She also sits on the board of the Institute of Marketing Sciences and is a keen educator who has held lectureships at UMIST (UK), Imperial College London (UK), and the University of Sheffield (UK), where she also earned her PhD in Econometrics and Quantitative Economics.
Contributor: Frederica Bolgouras
Describe your passion for innovation.
Innovation has always been a deep passion of mine since it is a true catalyst of change. At PepsiCo, we embed innovation into everything we do. From product innovation to technology and process innovation, we want to drive the growth of our business while constantly evolving it to reach new heights. Innovation has evolved to a tremendous degree already. With the help of several external partners, we are already infusing innovation in the ways of development, not just innovation for the sake of innovation.
How did you navigate your career early on to focus on Marketing Sciences, Analytics, Applied Intelligence, and Global Data?
STEM is incredibly important to me on a personal and professional level. When I decided to pivot from academia to consulting, the data, emerging technology and AI space was very synergistic and attractive. Entering this very competitive and demanding space would take perseverance, but as a woman, I was determined to show that female talent can not only thrive, but also lead.
I’m extremely grateful for the opportunities I’ve had to work across industries and capabilities. These experiences were very valuable and played a large role in shaping and preparing me for my current role as Chief Strategy & Transformation Officer at PepsiCo.
Describe a couple of your most proud accomplishments in your current role as the Chief Strategy and Transformation Officer at PepsiCo
I am honored and proud to serve as PepsiCo’s first Chief Strategy & Transformation Officer. In the 16 months that I have been in the role, we have accelerated our transformation agenda, better connecting our value chain end-to-end (from our consumers to our suppliers). Under my leadership, interconnectivity and leveraging the power of data are priorities. The breadth of talent at PepsiCo is truly unmatched, and I’m enjoying the cross-functional collaboration to tackle the hardest of problems. That’s why everyone in the organization will play a role in the transformation that benefits the company and the individual.
Who has inspired you the most in your life?
I’ve always been inspired by Marie Curie, the first woman to win a Nobel Prize and the first individual awarded two Nobel Prizes. Her passion for continuous learning led her to fundamentally change our understanding of radioactivity. It’s innovators, like Curie, who led and revolutionized fields of science despite the bias against them and continue to empower women in the field.
What advice would you give to professional Hellenic-American Women today in their careers and those who are up and coming stars in the technology sector?
Being authentic, inspiring and purpose driven are key attributes I believe are important for having a successful career in the corporate world. Also, as a female leader, I have always tried to be assertive while being empathetic. In this climate, leading with empathy is more important than ever.
Are you active in the Greek Community in the United States?
As we safely socialize more, my family and I look forward to making new connections in the Greek community. Don’t be a stranger! Please reach out.
Given the COVID pandemic, how are you handling the stress this has caused and which wellness and coping exercises and mechanisms would you recommend?
The pandemic has been an incredibly challenging time for all of us. I often turn to music and tennis to help me recharge and relax. I also like that these are activities my family and I can do together.
Here at Zapier, we are ecstatic to announce that our very own Maggie Roque, Director of Diversity, Inclusion, Belonging, and Equity (DIBE), has been recognized by Untapped as a ‘Walk the Walk’ Award winner, alongside the top DEIB leaders of 2022! 🎉
The purpose of Untapped's Top DEIB Leaders of 2022 'Walk the Walk' is to recognize the people challenging the status quo and pushing #DEIB forward in their organizations and communities.
At #Zapier, we believe in DIBE as DNA. As a result of Maggie's leadership, Zapier now has year-by-year goals with supporting initiatives — including how we will measure success for each of our DIBE pillars: people, product, and the public good. Maggie has refined our DIBE strategy in alignment with Zapier’s mission, values, and business strategy. Her work helps ensure all Zapiens, especially our leaders, are equipped with the knowledge, tools, and resources to make it a consistent and standard way of operating. She has also provided mentorship to our employee resource groups, which include BIPOC of Zapier, Women of Zapier, and Prizm (LGBTQIA+).
No matter what, at Zapier we can count on Maggie to align and empower our team toward tremendous DIBE impact as we pursue our mission to make automation work for everyone. We are so proud of you, Maggie! Congratulations on this well-deserved award!
Learn more about Untapped and the 2022 award recipients here: https://lnkd.in/dQfa6Ygw
💎Nestlé’s manufacturing excellence team is growing. The team supports Nestlé USA factories that produce bakery sweets brands including Toll House, Libby's and Carnation, and Nestlé Professional Brands which supply food service operations. Watch the video to the end to apply and begin your career there!
📼The manufacturing excellence team seeks someone passionate about driving world-class manufacturing through continuous improvement methodologies. Jennifer Watson and Taylar Marshall, Senior Managers, give you all the information you need to join their team.
📼Join the manufacturing excellence team if you are a go-getter, someone who takes the initiative to establish cross-functional teams to eliminate losses. This also means you should be highly collaborative with a variety of people and have a curious mindset about how things are manufactured. If you fill these requirements, don’t hesitate to apply!
📼The manufacturing excellence team unlocks career path opportunities throughout different functions, locations, and brands across Nestlé USA. Jenny Watson shares her own experience: her career has included roles in three different functions: manufacturing excellence, manufacturing, and operations strategy. She was based out of three different locations: Springville, Utah, Solon, Ohio, and Medford, Wisconsin across four different categories. The opportunities at Nestlé are truly endless!
Inside The Manufacturing Excellence Team
This team is driving continuous improvement and project management routines in the Toll House factory to contribute to the overall expected business results in the bakery and sweets category. It is a boots-on-the-ground team that tries to solve complex problems with a focus on people development and operator capability building. No day is the same in their team!
🧑💼 Are you interested in joining Nestlé USA? They have open positions! To learn more, click here.
Get to Know Jennifer Watson and Taylar Marshall
More About Nestlé USA
Nestlé USA has been nourishing a growing world for generations. No matter where you work within the Nestlé organization, you’ll discover new opportunities to grow while you help them inspire healthier lives, support local communities, do what’s right for the planet, and make an impact.
From September 12-15, 2022, PowerToFly hosted a four-day virtual event, featuring a three day summit and single day virtual job fair.
To kick off the event, attendees had the opportunity to partake in a one-hour guided networking session followed by three full days of fireside chats and panels where they were able to listen and ask questions to experts and thought leaders across multiple industries.
Featured Summit Topics Included:
- The Art & Science of How to Clarify Your Best Fit Career Path
- Going Back to the Drawing Board: How to Navigate Major Career Shifts
- Pulling Back the Curtain: Understanding What’s Happening Behind the Scenes In the Hiring Process
- 4 Ways to Get Your Foot in the Door to a New Career
- Nailing the Basics: How to Grow with Intention and Purpose
- How to Break Into a New Industry Without Starting Over
Companies We Hosted At The Job Fair:
- Bank of America | Hiring for: Senior Financial Analysts, Business Bankers, Senior Technology Managers, and more!
- ScienceLogic | Hiring for: Technical Support Engineers, Chief Marketing Officers, Product Managers, Executive Assistants, and more!
- PowerToFly | Hiring for: Global DEIB Strategist & Trainers, Account Executives, Support Specialists, Events Specialists, and more!
Thank you for joining 4 Ways to Get Your Foot in the Door to a New Career with Flatiron School Career Coach Betsy Kent! In case we weren’t able to get to your question in the Q&A, or if you thought of additional questions after we wrapped, here are two ways you can contact the Flatiron School Admissions team directly:
- Schedule a casual 10-minute chat with a Flatiron School Admissions rep
- Email us at email@example.com
Attending information sessions, panels, and workshops is the best way to get a sneak peek into what studying at Flatiron School is like — so don't miss what else is coming up! You can find a list of our events HERE.
Starting out as a viral trend on TikTok, the phrase “quiet quitting” has since taken over headlines everywhere from NPR to the Harvard Business Review. But what, exactly, is quiet quitting — and why are so many business leaders getting this so-called “crisis” wrong??
What is quiet quitting?
Per Psychology Today, “quiet quitting” isn’t actually quitting in the two-week notice sense of the word. It’s when employees keep doing their job, but only do the work that’s in their job description or covered by their explicit responsibilities. No going above and beyond. No late hours. No taking on extra projects that don’t come with extra remuneration.
Gallup similarly defines the trend as employees who are “not engaged” at work — people who “do the minimum required and are psychologically detached from their job.” Per their research, that’s a full 50% of the American workforce.
Why quiet quitting isn’t actually a crisis
As a burgeoning attitude toward work, quiet quitting makes perfect sense. With the challenges and stresses of the last few years impacting all workers — but especially working parents, people of color, women, and other marginalized groups — employees are looking for ways to set boundaries, disengage from work, and find working rhythms that work for them and their lives.
And that’s something companies should be supporting. Employers’ responsibility, after all, isn’t to slap a Band-Aid on the problems that are driving quiet quitting in order to get productivity metrics up. It’s to create the conditions for employees to succeed, with work that can be accomplished within reasonable working hours, and to incentivize and tangibly reward any engagement that goes beyond quiet-quitting levels.
It’s time we got this clear. Quiet quitting was never the crisis. Expecting employees to go above and beyond at work in order to maybe stand a shot at a pay raise and promotion next year was.
If you want to ensure your company culture is creating opportunities for folks to feel truly engaged, we’ve rounded up the steps to take below.
8 things your company needs to do to stop facilitating quiet quitting
Quiet quitting doesn’t mean that employees don’t want to work. It means that everyone — employees and employers alike — are recognizing, more than ever, that the workplace can and should be evolving to meet the needs of everyone involved in making work happen. Here are some ways that companies can ensure they are doing that, sourced from McKinsey research on burnout and engagement:
1. Hold your leadership accountable.
Culture is set by the people on the ground, and you need to know that your managers and leaders are creating a culture that’s supportive of mental health. This looks like incorporating mental health questions into regular employee satisfaction surveys, so you have data to track, and including the management of employee well-being as part of how leaders are evaluated and compensated. It also means getting rid of toxic leaders.
2. Destigmatize mental health and boundaries.
Most employers know that stigma exists at work, despite best intentions to fight it. But when employees are afraid to ask for help with mental health needs or to request accommodations so they can do their best work, everyone suffers. Companies can work to destigmatize the issue by highlighting senior leaders’ own experiences with mental health. Vulnerability can help promote psychological safety, as can rewarding employees for setting boundaries and using mental health and wellness benefits.
3. Evolve the kind of benefits you offer.
45% of people who have recently left their jobs said that their care responsibilities were a big part of their decision. Do the benefits your company offers reflect that reality? For instance — if employees must be on-site, can you offer on-site childcare? If not, do you offer a childcare stipend? Do you know what issues they are most struggling with, and are you responding?
4. Promote sustainable working hours.
Do your employees need to be at work — whether online or at the office — from 9 a.m. to 5 p.m.? Or can they set those hours to fit their own schedules? Do you have flexible work policies that are available to everyone, no matter their level of seniority? Hybrid work can facilitate unfair treatment when policies aren’t clear and universally applicable.
5. Provide opportunities for employees to build social ties.
Another reason employees are disengaged at the office? Lack of social support. It can be hard to make connections over video calls and chat, especially for new employees or those who haven’t worked remotely before. Investing in team building can help give employees access to social connections that make their work more meaningful over time.
6. Enable right-size workloads.
As employment has ebbed and flowed over the pandemic, and especially now during the Great Resignation, many companies are finding themselves short-staffed. But piling more work on the people who have stayed isn’t a sustainable solution — it just speeds up their own burnout. Creating
7. Facilitate upskilling and reskilling at work.
Per the McKinsey study linked above, employers who offer reskilling and upskilling opportunities end up with more engaged employees. It pays off for everyone involved: giving employees the chance to laterally move into a different job in order to learn a new set of skills can predict employee retention 250% more than compensation can, for instance.
8. Strengthen your commitment to DEIB.
Employees don’t want to work somewhere they don’t feel like they belong. McKinsey calls out five key action areas when it comes to making a DEIB commitment real: ensuring representation, holding leadership accountable, increasing transparency (like with analytics on promotions and pay), tackling issues with a zero-tolerance policy, and embracing intersectionality.