December 2020 (Revised October 2021)
Case
HBS Case Collection

Responsive Working at PepsiCo UK (A): Streamlining a Turnaround

By: Amy C. Edmondson and Nancy Boghossian Staples

Format:Print
| Language:English
| Pages:18

Abstract

Facing a significant decline in revenues in 2016, David Gwilliam, Head of Transformation at PepsiCo UK introduced a new way of working (“Responsive Working”), which encompasses a set of work practices and some new team structures. The work practices comprise a set of 9 codified practices that employees can be trained in to use as part of their daily work. The team structures—called SLAM teams—are put together following strict procedures to tackle key strategic or operational challenges. They are typically cross-boundary, time limited teams. Through these interventions, PepsiCo UK managed to turn the business around (back to growth) by late 2017. At the time of the case in December 2019, PepsiCo UK seems poised for continued success, while Gwilliam contemplates whether or not to authorize employee requests to initiate modified SLAM team for less urgent and strategic issues.

Keywords

SLAM Teams; Turnaround; Groups and Teams; Employees; Training; Decision Making; Planning; Performance Improvement; Consumer Products Industry; Manufacturing Industry; United Kingdom; Europe

Citation

Edmondson, Amy C., and Nancy Boghossian Staples. "Responsive Working at PepsiCo UK (A): Streamlining a Turnaround." Harvard Business School Case 621-076, December 2020. (Revised October 2021.)