Navigating today’s turbulent environment is more complex than ever for food and beverage companies. Of course, leadership challenges like price pressure, labor management, brand protection and product safety are always part of the equation. However, new dynamics are reshaping the landscape. As discussed frequently during CFBN events, today’s climate presents both challenges and opportunities for executive leadership including uncertainty, trust and resilience.  

Managing Uncertainty

At a recent CFBN Supply Chain event, industry experts agreed that modern business leaders must be prepared for a wide array of disruptions. Whether it’s shifting tariffs, regulatory changes, geopolitical instability, or a public health crisis, unpredictability is the norm. Added to this are the rapid technological advancements – like AI’s growing role in manufacturing and the fast-paced impact of social media where a single viral moment can make or break a product. Together, these factors create a high-stakes environment and an increasingly complex ‘battleground’ for food and beverage leaders. 

Managing the Trust Gap  

At CFBN’s recent Rooftop Networking & Trend Update, Alison Borgmeyer, Chair of Edelman’s Food & Beverage department, highlighted findings from the latest Edelman Trust Barometer, introducing a global ‘Crisis of Grievance’. Geopolitical tensions and economic uncertainty affect us all and are eroding public trust in institutions, including business leadership. Edelman reported a five point drop in employer trust in the U.S. over one year, as well as an increasing fear that leaders lie to the public. While there is a sharper decline in government and media, business leaders are not exempt from this negative trend.

Further emphasizing this divide, PwC reported a widening ‘trust gap’ between executives and employees: “86% of business executives think employee trust is high, compared to 67% of employees who say they highly trust their employer. This employee trust gap of 18 points is higher than in the past.”

Building Resilience for the Future 

How can executives move forward? One way to move forward is to build resilience in their supply chain – leaders should have their “wargame” plans ready for all kinds of crises. 

Looking at dairy industry leaders and their 2025 expectations, they regard resilience and agility as key factors to “maintaining operational effectiveness in a shifting macroeconomic and regulatory environment”. Ranking cost, talent and volume growth as their top 3 priorities for this year, dairy business’ activities include investing in the growing consumer momentum toward high-nutrition products and embracing technologies like AI-driven maintenance tools to reduce equipment downtime and ultimately reduce costs. 

From a leadership standpoint, resilience also means addressing the trust gap head-on. PwC advises a holistic approach – looking beyond metrics like employee satisfaction and retention rates to build a culture of transparency and respect. This starts at the top: consistently telling and showing employees they are trusted and fostering a space where team members trust each other.

Drawing on Edelman’s insights, leaders should also engage with stakeholder concerns and align business strategies with shared values. Food and beverage companies are uniquely positioned to address grievances and act on societal issues. They’re encouraged to understand the resentment of stakeholders, act when needed in case of certain ingredients or a supply chain matter and try to meet the expectations. Form broader coalitions to communicate results and rebuild trust. With their “license to act” food and beverage companies can be a powerful tool for rebuilding optimism. 

Continue the Conversation 

The path forward for food and beverage leaders is undeniably complex, but also full of potential. Join us during the Innovation Breakfast: The View from C-Level: “Innovative Leadership”, where an impressive C-suite panel will discuss real world challenges and opportunities.