Aspen is a place for leaders to lift their sights above the possessions which possess them. To confront their own nature as human beings, to regain control over their own humanity by becoming more self-aware, more self-correcting, and hence more self-fulfilling.
One of the largest food and beverage companies in the world, PepsiCo generated more than $86 billion in net revenue in 2022, and its products are enjoyed by consumers a billion times a day in more than 200 countries and territories around the world.
With more than 300,000 employees globally and 100,000 US-based employees — many of whom are in front-line roles responsible for manufacturing, packing, or distributing products — PepsiCo is committed to creating meaningful jobs and growth opportunities. The company has developed a suite of upskilling initiatives that provide end-to-end opportunities. Employees have access to everything from high school diplomas to basic digital training to bachelor’s degrees, all at no cost to them.
“Everyone has a different ‘why’ that motivates them to learn,” said PepsiCo’s chief learning officer Molly Nagler. “We offer a portfolio that meets both employee and business needs. There is something for everyone.”
PepsiCo leverages these upskilling investments to create lasting value for the company and career mobility for workers. “This is not just about graduations, it’s about mobility post-completion,” said Dewey Torres, senior director of PepsiCo’s Global Learning Center of Excellence, which is responsible for driving the company’s upskilling and reskilling strategy. “We’re building an internal talent pipeline.”
UpSkill America, an initiative of the Economic Opportunities Program, supports employers and workforce organizations to expand and improve high-quality educational and career advancement opportunities for America’s front-line workers.
About the Economic Opportunities Program
The Aspen Institute Economic Opportunities Program advances strategies, policies, and ideas to help low- and moderate-income people thrive in a changing economy.
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Leaders must view AI adoption as a development opportunity to redefine how capability is built, focusing on outcomes and consciously reinvesting capacity freed by automation to ensure growth and resilience for both the business and its people.
This paper is the first in a series. It elevates the specific issues that employers indicate are key enablers or inhibitors in their relationships and partnerships with colleges and universities.