Imagine trying to manage and accommodate the needs of more than 185,000 people at once. Imagine a variety of voices, languages, cultures, ethnic backgrounds, families, lifestyles, ages, and geographies all vying for attention, all bearing the name PepsiCo. From the top-down, PepsiCo embraces diversity and inclusion in its worldwide workforce. Top executives believe that nurturing diversity in the organization is not only a matter of responsible ethics but also good business. The Frito-Lay North American Diversity/Inclusion Model is a good example of how PepsiCo builds a measurable framework for diversity. The model addresses five key areas, ranging from "evolving the culture" to "leveraging our people systems." By following a structure, the human resources department and other managers can develop and implement specific programs to meet the needs of their employees.

1. Why is it important for upper-level managers at PepsiCo to receive diversity and inclusion training?

2. Do you think that PepsiCo's encouragement of employee networks actually works against diversity and the formation of multicultural teams? Why or why not?

3. Does the organization you work or have worked for offer diversity-awareness training and education? What has been your experience if you participated?

4. Identify and explain obstacles that exist or have been removed from your work regarding diversity and inclusion.