Non-linear career paths: The key to finding better executive talent
John Elliott • Mar 27, 2023

As the business world rapidly evolves, the traditional career paths that were once considered the norm are becoming a thing of the past. Instead, more executives are taking non-linear career paths that involve making bold career choices and pivoting to different industries, ultimately leading to a diverse set of skills and experiences. 


This trend is especially prevalent in the Fast-Moving Consumer Goods (FMCG) industry, where the need for talent with a broad skill set and an adaptable mindset is essential. 


As FMCG and F&B businesses seek to gain a competitive foothold through the appointment of skilled leadership talent, we look at why hiring talent with non-linear career paths is critical in uncovering the FMCG industry's best leaders.


Why are executives choosing non-linear career paths?

One reason why career diversity among executives is increasing is that people are working longer. As the retirement age increases and life expectancy rises, executives are choosing to work longer, leading to longer career spans. With longer careers come more opportunities to switch paths and explore different industries. This trend is also reflected in research conducted by Deloitte, which found that over 90% of professionals who were surveyed expect to stay in their jobs for three years or less, indicating that job tenure is declining.


Executives' values and priorities have also shifted in recent years, leading to more flexibility in career choices. Younger generations, in particular, place a greater emphasis on work-life balance, meaningful work, and personal growth. These values often lead to more exploration in career choices and increased willingness to take risks. With a focus on personal growth and meaningful work, executives are more likely to take non-traditional career paths, leading to diverse skill sets that can be invaluable in the FMCG industry.



Diverse Skills

The need for greater diversity doesn’t mean that specialist knowledge is of less value in today’s business arena. Specialist knowledge and expertise continue to play a critical role, especially in specialist industries such as food manufacturing where safety, quality, and consistency are essential. For example, understanding food safety regulations, quality control, and the supply chain is a vital component in staying competitive. Leaders and executives who have a deep understanding of the industry's best practices can ensure that products consistently meet safety and quality standards. 


However, rapidly changing business environments demand greater adaptability and innovation to meet changing customer expectations and stay competitive without losing sight of industry best practices, food safety and governance.


New entrants to the market and the introduction of innovative solutions to customers' food preferences such as vegan, meat-free alternatives and non-alcoholic beverages are increasing the pressure for food and beverage businesses to continually innovate. The ability to develop new products that meet these changing customer needs requires leaders and executives who can drive product development and create new revenue streams. For example, a leader with a background in R&D might be better placed to develop innovative new products that cater to specific dietary requirements, such as vegan or gluten-free options.


A survey by Deloitte found that 83% of executives believe that employees with diverse career backgrounds bring a wider range of experiences and perspectives, which leads to more creative and innovative ideas.



The rapid growth of markets such as gluten-free and vegan products highlights the importance of innovation and the need to remain relevant as customer expectations evolve. Alongside this, digitisation, e-commerce and Direct-To-Consumer models are enabling businesses to collect more data than ever before, better-informing decision-making around product innovation.


Leaders with non-linear career paths often result in diverse skill sets, for example, a leader with a background in data analytics might be better suited to leveraging data and technology to improve processes and better meet customer expectations by analysing customer behaviour and choices to create targeted products and inform marketing campaigns around these preferences.


A report by the World Economic Forum found that employees with diverse career backgrounds bring unique perspectives, innovative ideas, and cross-functional skills to the workplace, which can lead to increased competitiveness and better business outcomes. These skills allow them to approach challenges in new and innovative ways, making them valuable assets to any FMCG or F&B organisation.



Skills based hiring

As companies continue to prioritise skills-based hiring, executives with non-linear career paths can help organisations expand their talent pool. In the past, traditional hiring practices focused heavily on industry experience, leading to a limited pool of candidates. However, as companies shift their focus to skills-based hiring, they are opening up opportunities to executives with diverse backgrounds and skill sets. These executives may have skills that are transferable to the FMCG industry, making them a valuable addition to the talent pool.


Moreover, lower levels of loyalty among employees have contributed to the pursuit of non-linear career paths. In the past, employees often stayed with the same company for decades, leading to a limited number of job opportunities and limited exposure to new and challenging environments throughout their careers. However, today's employees are more likely to change careers with greater frequency, with an average of 12 job changes during their working life. Career changes can often be viewed as a negative trait, but they can also be an opportunity for executives to explore different industries, gain new skills, and make bold career moves. These experiences can lead to innovative thinking and a unique perspective that can be valuable in the FMCG industry.


It's essential to note that non-linear career paths should not be confused with job hopping. Job hopping often indicates a lack of commitment, while non-linear career paths demonstrate a willingness to take risks and explore different industries to gain new skills and experiences. 


Executives who take non-linear career paths tend to bring a unique perspective to the FMCG industry, which can lead to innovation and increased competitiveness. Being open to leaders and executives from other industries not only allows organisations to tap into a broader talent pool but according to a study conducted by LinkedIn, employees who had a variety of experiences, such as working in different industries, functions, or countries, were more likely to be promoted to higher-level positions sooner. Specifically, those with diverse experiences were 23% more likely to be promoted within three years than those without diverse experiences.


Furthermore, a study by Harvard Business Review found that executives who had experience in multiple industries had better problem-solving skills, which led to better decision-making.



Greater resilience

The FMCG industry is constantly evolving, and hiring executives with non-linear career paths is essential to uncovering the best talent. A study by the National Bureau of Economic Research found that entrepreneurs who had previously worked in different industries were more likely to succeed than those who had only worked in one industry. This suggests that diverse career paths can lead to better business outcomes.


Longer careers, changing values, and a focus on skills-based hiring have contributed to the rise of non-linear career paths. Moreover, lower levels of loyalty and a willingness to take risks have led to more exploration in career choices. 


As the business world continues to change, it's essential for the FMCG industry to adapt by embracing diversity in career paths and experiences. Unsurprisingly, a report by Forbes found that executives who had diverse career paths were better equipped to deal with unexpected challenges and changes in the industry. This resilience is likely due to their ability to draw on a wider range of experiences and skills.


Organisations seeking to innovate would do well to consider hiring executives with diverse backgrounds and nonlinear careers who can bring fresh perspectives, and innovative ideas, adding cross-functional skills to the workplace, which can lead to increased competitiveness and better business outcomes.


At ELR Executive we have over 20 years of experience helping FMCG and Food and Beverage organisations identify and attract the right talent to help achieve better business outcomes. If you'd like to learn more about how we can help you hire great talent, speak to us today.

Executive introducing new leader as part of executive onboarding process

Executive Onboarding in Food & Beverage: The Blueprint for Success

By John Elliott • 09 Apr, 2024
The arrival of a new executive heralds a period of opportunity, transformation, and, inevitably, challenge. The process of integrating this new leader – onboarding – is a critical, often under-emphasised phase that can significantly influence the trajectory of both the individual's and the company's future. So why do so many organisations fail to get executive onboarding right? The High Stakes of Executive Onboarding The adage "well begun is half done" resonates profoundly in executive onboarding. Harvard Business Review reveals a startling statistic: as many as 40-50% of new executives fail within the first 18 months of their appointment. This failure rate is not just a personal setback for the executives; it represents a substantial cost to the company – often up to five times the executive's salary. The reasons for failure? Poor cultural fit, unclear expectations, and inadequate onboarding support top the list. But what makes the consumer goods industry particularly challenging for new executives? It's a dynamic sector where consumer preferences shift rapidly, supply chains are complex, and competition is intense. Here, more than anywhere else, an executive's ability to adapt and lead effectively from the outset is paramount. The Multifaceted Challenges in Onboarding The failure of many organisations in the consumer goods industry to effectively onboard new executives is multifaceted: 1. Tailored Onboarding Versus Standard Processes The provided text emphasises the necessity of a tailored onboarding process for executives, distinct from standard employee onboarding. This is particularly relevant in the consumer goods industry, where executives must navigate unique market dynamics, consumer trends, and complex supply chains in Australia. Tailoring the onboarding process to address these specific industry challenges ensures that executives can hit the ground running with a clear understanding of the landscape they will operate in. 2. The Role of a Dedicated Onboarding Team The concept of a dedicated project team for executive onboarding, as implemented by Palo Alto Networks, could be highly effective in the consumer goods sector. Such a team could focus on providing industry-specific insights, facilitating connections with key stakeholders, and ensuring that new executives understand the nuances of the Australian consumer market. This team would act as a bridge between the executive and the unique aspects of the Australian consumer goods landscape. 3. Engagement During the Notice Period In the consumer goods industry, where market trends and consumer preferences can shift rapidly, keeping executives engaged during their notice period is crucial. This period can be used to familiarise them with current market analyses, consumer behaviour trends, and ongoing projects. This proactive approach ensures that the executive is well-informed and ready to contribute from day one. 4. Cultural Orientation and Familiarity Building a strong cultural connection is vital in any industry but takes on added importance in consumer goods, which often relies on understanding and adapting to cultural nuances to succeed. Regular touchpoints that orient the new executive to the company's culture, values, and consumer-centric approach can help in crafting strategies that resonate with the Australian market. 5. Collaboration Among Various Teams The need for collaboration between HR, Reward, Performance, and Talent teams is pertinent in the consumer goods sector. This collaboration can ensure a unified approach to addressing the specific challenges and opportunities an executive might face in this dynamic industry. For instance, understanding the compensation frameworks and performance indicators specific to different departments within a consumer goods company can aid an executive in making more informed decisions. 6. 'Just-in-Time' Resources The idea of providing ‘just-in-time’ resources is particularly beneficial for executives in the fast-moving consumer goods sector. Given the rapid pace of change in consumer preferences and market trends, having access to real-time data and concise, relevant information can be invaluable. This approach allows executives to stay agile and make decisions based on the latest market insights. 7. Understanding of Performance Cycles In the consumer goods industry, understanding the timing and nuances of performance cycles is critical. This is especially true in a market like Australia, where seasonal trends and events can significantly impact consumer behaviour. The onboarding process should include education on these cycles, preparing executives to plan and execute strategies effectively in sync with these fluctuations. The Role of the Board in Facilitating Successful Onboarding The board of directors plays a pivotal role in the onboarding process. Their actions, or lack thereof, can set the tone for the new executive’s tenure. What should they be doing? Pre-Onboarding Engagement: The process starts before the executive's first day. Boards must ensure clear communication about the company's vision, challenges, and expectations. This early dialogue helps align the executive’s mindset with the company's strategic goals. Structured Onboarding Plan: Developing a comprehensive, customised onboarding plan is crucial. This should cover not just the operational aspects of the role but also the cultural and interpersonal dynamics of the organisation. Mentorship and Networking Support: Assigning a mentor from the board or senior leadership can accelerate the integration process. Additionally, facilitating introductions and networking opportunities within and outside the company is invaluable. Regular Check-Ins and Feedback: Ongoing support doesn’t end after the first week or month. Regular check-ins to provide and receive feedback ensure any issues are addressed promptly. Performance Metrics: Clear, early-established metrics for success help the new executive understand how their performance will be measured. Enhancing Executive Performance through Effective Onboarding The correlation between effective onboarding and enhanced executive performance is well-established. A study by McKinsey found that executives who had a successful onboarding experience were 1.9 times more likely to exceed performance expectations. Furthermore, these executives reported feeling more integrated into the company culture and more effective in their roles earlier than their peers who experienced less structured onboarding. Effective onboarding leads to better decision-making, faster strategy implementation, and a more cohesive leadership team. It builds a foundation of trust and understanding that is crucial in the high-stake, rapidly evolving consumer goods market. Onboarding as a Strategic Imperative Effective executive onboarding goes beyond mere orientation – it is a strategic process that lays the groundwork for long-term success. As we've seen in the consumer goods industry in Australia, a well-planned and executed onboarding process can be the difference between a flourishing leadership tenure and a costly misstep. In an era where the cost of failure is high and the speed of change is relentless, consumer goods companies must view executive onboarding not as a perfunctory checklist but as a fundamental building block of sustainable leadership and organisational success. Remember, your new executive's journey is a reflection of your organisation's commitment to leadership excellence. Invest in their onboarding, and you're investing in the future of your company.
two men are sitting at a table with a laptop and talking to each other .

Talent Acquisition: Internal Strategies vs. Executive Search Partnerships in Australia's Beverage Industry

By John Elliott • 18 Mar, 2024
Explore the pivotal choice between internal talent acquisition and hiring via executive search firms in the food and beverage industry for optimal growth.
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