百事首席转型官Kanioura

　　百事的Athina Kanioura
　　对于任何一个新加入的IT领导者来说，获得员工的信任是至关重要的，例如百事的Athina Kanioura一样，是来改变大家的工作方式的。
　　Kanioura两年前被从埃森哲（Accenture）挖过来担任这家食品和饮料跨国公司的首位chief strategy and transformation officer。她表示，在最初的几个月里，赢得员工信任是她面临的最大挑战之一，在公司的数字化过程中，就像她在宝洁和阿迪达斯那时候一样，手下有大约1000名数据工程师、软件工程师和数据专家。从致力于＂以人为本的模式＂出发改变百事现有的面貌。
　　Kanioura说：＂我刚进来就提出了这么多的变革，怎么赋予员工和中层管理者权利这是任何形式转型中最困难的方面＂
　　如今，为期五年的数字化转型已经进行了一半，百事公司已经完成了许多重要的任务——包括获得员工的支持，Kanioura说：＂因为每个工厂、数据中心、数据仓库和商店的每个员工都受转型的影响。＂
　　这家市值2470亿美元的企业是全球最大的食品和饮料公司之一，正在开发一个现代化的数据和云基础设施，这是个充满了自动化流程和工作流程。到目前为止，该公司已经将5000个应用程序迁移到微软Azure，因为它在许多业务运营中应用了预测分析、人工智能、机器人和流程自动化。
　　Kanioura表示，百事公司向云的迁移在许多方面都取得了成效——速度、灵活性和敏捷性。将按需预测从几周减少到几天或几小时，并且更准确、更频繁地为供应链提供信息。
　　Kanioura说：＂我们想要确保货币价值实现是全面的。到目前为止，我们对于财务KPI都非常的满意，它转化为业务实施，为我们带来了积极的投资回报率。但还有更大的发展空间，我们预计在未来三年内，我们的大部分应用程序将转移到云端。＂
　　百事还在改进数据分析业务，并使用物联网设备、人工智能增强机器人部署先进的制造技术。Kanioura说，百事还希望能够通过网络建模来做的更加规范，使其能够预测事件并做出计划调整，而不是对现状做出反应。 CXO UNION（CXO联盟）、数字化转型网（szhzxw.cn）、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂，数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛（陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等）、数字化转型网，走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等
　　一、未来数字化的技能提升
　　百事几乎所有业务流程和运营的数字化改革，无疑有助于公司本财年的收入比2021财年的795亿美元提升12%。但随着自动化的出现，一系列现有职位的长期生存能力也受到了质疑。
　　Kanioura表示，转型的目标不是为了裁员。事实上，百事在全球拥有约30万名员工，也正在为数字时代改造所有的人力资本。
　　Kanioura说：＂我们正在提高百事每一位员工的技能，包括坐在公司总部的人、坐在工厂里或在外面销售产品的人。＂
　　Kanioura表示，为实现这一目开发的一个核心项目——百事数字学院(PepsiCo Digital Academy)，让员工对数据和分析的价值以及如何在自己的岗位上使用这些信息有一个统一的基本理解。
　　据百事称，从去年数字学院推出到现在约有2.7万名员工参加了数字化培训，数字化培训内容的浏览量近14万次。 一名HR员工参加了数据分析课程后在公司内找到了一份帮助推进数字化转型的新工作。
　　百事(PepsiCo)人力分析部门高级数据分析师Ashley McCown)表示：＂我一直对深度的数据分析充满热情，参加了一些课程，提高了自己的数据分析技能，并获得了新的技能。这些新技能使我能够承担一个新的角色，在这个角色中，我能够利用先进的分析来解决人力资源问题。＂
　　国际数据公司(IDC)分析师Craig Powers表示，自动化程度的提高不可避免地会导致一些失业，但企业正在努力的提高员工的技能，以保留实现数字化转型本身带来的增长所必需的知识。
　　＂有可能将大型组织中的所有员工都提升为数字化专家吗？＂Craig Powers说，＂这不太可能，但是为了数字化转型的成功，公司应该尽可能多的提高内部人员的技能，因为他们对组织业务流程的了解是难以替代的。＂
　　百事(PepsiCo)等企业在从内部培养数字人才的同时，也在争夺新的数字人才。 为此，百事公推出了两个数字中心——一个在达拉斯，一个在巴塞罗那，在未来三年内创造超过500个新的数字化相关工作岗位。根据百事的说法，这些中心旨在加速百事在其全球业务中＂开发、集中和部署关键的数字化能力＂。 CXO UNION（CXO联盟）、数字化转型网（szhzxw.cn）、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂，数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛（陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等）、数字化转型网，走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等
　　二、融合分析和AI
　　Kanioura从任职以来充分运用她在埃森哲担任Chief Analytics and AI officer 时积累的专业知识来推进百事的数据基础设施，这一战略包括与微软和Databricks等合作伙伴建立数据湖和人工智能。
　　AI分析是Kanioura对百事未来愿景不可或缺的一部分，该愿景的核心是增强三个关键支柱：消费者体验、卓越商业和卓越运营。Kanioura说：＂数据是关键。每个数据集、每个数据KPI或每个数据字段都和应用程序一样重要。使用AI行数据操作的重要性至关重要。我们正在尝试做的是将我们所有的分析和算法库操作化。＂
　　百事将结合定制的微软Azure和Databricks人工智能框架以及机器学习模型来重新定义其运营，即它开发了自己的本土框架，＂这非常适合百事的需求，我们对公司的AI进行了彻底的讨论，这在我们在全球的许多转型中都很明显。＂
　　Gartner分析师Sid Nag表示，百事公已经采用了许多推动下一阶段企业数字化转型的技术。
　　Nag说：＂IT服务的下一个前沿将由云、EDGE、5G、人工智能、物联网以及数据和分析的联系驱动。基于这些技术的数字业务计划可以帮助企业更密切地与客户互动，从而改善客户体验和参与度。由云环境支持的数字触点是连接数字世界和物理世界的机制，对于数字经济执行和加速数字业务计划至关重要。＂
　　Kanioura说，百事在过去两年多的成功为一个不断发展的、以洞察为导向的企业奠定了基础。但对她来说，最有影响力的成就是在组织的各个层面获得了员工的信任。 ＂我原以为会有更多的阻力，但实际上我没有遇到太多的阻力。如果打算把部分业务和关键业务押在这样的转型上，需要确信它不会影响或扰乱你的增长轨迹。＂ CXO UNION（CXO联盟）、数字化转型网（szhzxw.cn）、中国数字化转型展、华东CIO大会、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂，数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛（陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等）、数字化转型网，走进灯塔工厂系列、ECIO、iTdaily 、It经理人、CIO训练营、数字化江湖等
　　本文由数字化转型网翻译
　　翻译：数字化转型网郑亚茹
　　翻译审核：数字化转型网默然
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　　【文章原文】 ​
　　​For any IT leader new to an organization, gaining employee trust is paramount — especially when, like PepsiCo’s Athina Kanioura, you’ve been brought in to transform the way work gets done.
　　Kanioura, who was hired away from Accenture two years ago to serve as the food and beverage multinational’s first chief strategy and transformation officer, says earning employee trust was one of her greatest challenges in those early months. Tapped to guide the company’s digital journey, as she had for firms such as P&G and Adidas, Kanioura has roughly 1,000 data engineers, software engineers, and data scientists working on a ＂human-centered model＂ to transform PepsiCo into a next-generation company.
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　　＂People become embedded into the ways of working successfully,＂ she says. ＂Me coming in from the outside and proposing so much change — the associates and midlevel management are the ones that must be empowered and that is the most difficult aspect of any kind of transformation.＂
　　Now halfway into its five-year digital transformation, PepsiCo has checked off many important boxes — including employee buy-in, Kanioura says, ＂because one way or another every associate in every plant, data center, data warehouse, and store are using a derivative of this transformation.＂
　　The $247 billion conglomerate, one of the largest food and beverage companies in the world, is developing a modernized data and cloud infrastructure replete with automated processes and workflows. To date the company has moved 5,000 applications to Microsoft Azure as it applies  predictive analytics , AI, robotics, and process automation in many of its business operations.
　　PepsiCo’s migration to the cloud has paid off in in many ways, Kanioura says — in speed, flexibility, and agility, reducing on-demand forecasting from weeks to days or hours, and in feeding its supply chain more accurately and frequently.
　　＂We want to ensure that the monetary value realization is captured across the board, and so far, we are very happy with the financial KPIs, which translate to business implementations which gave us a positive ROI,＂ Kanioura says. ＂But there is more room to go. We expect within the next three years, the majority of our applications will be moved to the cloud.＂
　　The company is also refining its data analytics operations, and it is deploying advanced manufacturing using IoT devices, as well as AI-enhanced robotics. PepsiCo also plans to evolve its network modeling to become more ＂prescriptive,＂ anticipating events and making planning adjustments rather than reacting to market conditions, she says. Upskilling for the digital future
　　The digital overhaul of nearly all PepsiCo’s business processes and operations has no doubt contributed to the company’s expected 12% growth for the current fiscal year over FY2021’s reported $79.5 billion in revenue. But with automation comes questions about the long-term viability of a range of current roles.
　　​Kanioura insists the transformation’s goal is not distributing pink slips. In fact, she says, PepsiCo, which employs about 300,000 workers across the globe, is transforming all its human capital for the digital era.
　　​＂We are upskilling every employee of PepsiCo, whether you know someone who sits in company headquarters or you’re sitting in a plant or out selling our products,＂ Kanioura says.​
　　One core program developed to achieve this goal, PepsiCo Digital Academy, provides employees with a common foundational understanding of the value of data and analytics and how they can use that information in their own roles, Kanioura says.
　　Digital Academy was launched last year, and to date roughly 27,000 employees have participated in digital training, with almost 140,000 views on digital training content, according to the company.
　　One HR employee took some courses in data analytics and found a new job within the company helping to advance digital transformation.
　　​＂I was always passionate about advanced analytics and took courses where I augmented my digital skills and acquired new ones,＂ says Ashley McCown, senior data analyst in PepsiCo’s People Analytics pision. ＂These new skills enabled me to take on a new role where I am able to leverage advanced analytics to solve HR problems.＂
　　IDC analyst Craig Powers says increased automation inevitably leads to some job losses. But enterprises are sincerely trying to upskill their employees to retain institutional knowledge necessary to realize the growth a digital transformation is designed to generate, he says.
　　＂Is it possible to upskill all employees in a large organization to be digital experts? Not likely,＂ Powers says. ＂However, for the sake of success and efficiency in digital transformations, companies should be looking to educate and upskill as many internal people as they can, because their knowledge of the organization’s business processes is hard to replace.＂
　　Enterprises like PepsiCo are also battling for new digital recruits even as they develop digital talent from within.​
　　To that end, PepsiCo has launched two Digital Hubs — one in Dallas and one in Barcelona — to create more than 500 new data and digital jobs over the next three years. The hubs are designed to accelerate how PepsiCo ＂develops, centralizes, and deploys critical digital capabilities＂ across its global operations, according to the company.​ Blending analytics and AI
　　Since taking over, Kanioura has applied the expertise she developed as chief analytics and AI officer at Accenture to advance PepsiCo’s data infrastructure, a strategy that includes building out a data lake and AI capabilities with partners such as Microsoft and Databricks.
　　Analytics and AI are integral to Kanioura’s vision for PepsiCo’s future, one that centers on enhancing three key pillars: consumer experience, commercial excellence, and operational excellence. ＂Every data set, every data KPI, or every data field is as important as the app,＂ she says. ＂Yes, the data is key. But the big unlock is MLops. The importance of using AI for data ops is critical. What we are trying to do is operationalize all our analytics and algorithmic libraries.＂
　　PepsiCo will use a combination of customized Microsoft Azure and Databricks AI frameworks and machine learning models to redefine its operations even as it develops its own homegrown framework, ＂which is very specific to the needs of PepsiCo,＂ says Kanioura. ＂AI in this company is something that we absolutely debated down and it’s evident in many of our transformations across the globe.＂
　　Gartner analyst Sid Nag says PepsiCo has adopted many of the technologies that are driving the next phase of enterprise digital transformation.​
　　＂The next frontier in IT services will be driven by the nexus of cloud, edge, 5G, AI, IoT, and data and analytics,＂ Nag says, adding that digital business initiatives built on these technologies can help enterprises interact more closely with their customers, thereby improving customer experience and engagement. ＂Digital touchpoints supported by cloud environments are the mechanism to connect the digital and physical worlds and are essential for the digital economy to execute on and accelerate digital business initiatives.＂
　　Kanioura says PepsiCo’s success over the past two-plus years has laid the groundwork for an evolved, insight-driven enterprise. But for her, the most impactful achievement has been fostering employee trust across all layers of the organization.
　　＂I expected more resistance,＂ she says. ＂I didn’t get too much resistance and that’s the toughest thing — to grow with what we were proposing. If you’re going to bet parts of your business and part of your critical business to a transformation like this, you need to be convinced that it will not cannibalize or disturb your growth trajectory.＂
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