Conclusion
Look up, look around, look ahead As a collective We heard from our interviewees that if producers, manufacturers and retailers act collectively to answer global supply chain challenges, environmental risks, legislation and consumer food standards, we can all move to do what is right by society. This reflects a sense of collective responsibility to ensure we keep healthy, affordable and accessible food available to all – this is, after all, the fundamental purpose of the food industry. Rapid adaptation happens when we align behind a common purpose, as it did when the world phased out the CFCs used in refrigeration, and during COVID when the food industry rose to the challenge of keeping shelves stocked and accessible to the nation.
Fiona Bennie Partner Impact and Innovation Newton
This Summer was an inflection point: from wildfires to crop failures to over-heated plant closures and the inevitable price and quality volatility that followed. Our industry requires a radical reshaping of how we anticipate and face into infinite disruption. This will be achieved by collaborating and competing to progress our industry – improving how we keep food on the table and delight consumers. As a commercial organisation This is also a question of business resilience – continuing to find opportunities for differentiation and growth. There is room for everyone on the aisles and the high street but not the brands that don’t progress by encouraging their people to look up. To not only be heads-down chasing this year’s P&L, but to find the space, investment and skills-in-the-room to protect tomorrow’s P&L too. When the cost of tomatoes rises in every retailer but the one who effectively modelled what could happen if crops failed, the commercial impact is undeniable and resilience to disruption becomes reality.
As a leader Resilient companies are created by bold leaders who enable teams by providing clarity despite uncertainty. They ensure information is available to make decisions for today and tomorrow, considering: is this a short-term band-aid or are we setting ourselves up for longer-term success? They identify real signals from the distractions of new disruptions. And they see resilience as a competitive edge, proving what happens when foresight and humanity live and breathe in every choice. They remember as well that resilience is not built by leaders in isolation. We cannot make every decision or anticipate every change. We have to give space and remit to our super sharp and curious people, nurture the mindset, skills and care needed today, and create the conditions for adaptability and autonomy. Only then will our people know that we will arrive at the right destination together, even if we have to change the route along the way.
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