The Myth of the 'Hero Leader' in FMCG: Why Collaboration is Key to Success.
Debbie Morrison • April 19, 2023

The Consumer Goods industry is a highly innovative, competitive and fast-paced sector that demands leaders who can navigate complex challenges and drive results. 


Innovation and creativity are the driving force behind food & beverage excellence but they can also be a double-edged sword. Elevating innovative mavericks and individual leaders as saviours who can lead companies to glory, spawns the notion of the ‘hero leader’ - a single individual who possesses all the necessary skills and expertise to safeguard company success.


In reality, this notion couldn’t be further from the truth. We all love a hero - Ben Affleck's new movie ‘Air’ epitomises this - a story based on monetizing an amazing basketball player on the rise, whose athleticism and fame could function as a self-sustaining advertisement for an ever-expanding product line. But like the real story, one-man missions to rescue a company's fortunes from the brink of disaster belong back in the 80s. Collaboration is the key to success in FMCG, and leaders who prioritise cooperation and teamwork over individual heroics are better equipped to achieve sustained success.


The ‘Hero’ Myth

To understand why collaboration is critical in FMCG, we must first explore the reasons why the hero leader myth persists. One reason is the tendency to attribute success to a single individual rather than to a team effort. This is often reinforced by the media's portrayal of successful business leaders as charismatic and larger-than-life figures. However, this overlooks the importance of collaboration and teamwork in driving successful outcomes. In fact, research suggests that teams outperform individuals in a range of tasks, from decision-making to problem-solving.


In reality, the FMCG industry is constantly evolving, with ever-changing consumer preferences and a constant need for innovation. This can create a sense of urgency and a focus on short-term results, which may lead some leaders to adopt an authoritarian approach. However, this approach can stifle creativity and hinder collaboration, ultimately leading to burnout and high employee turnover.


On the other hand, leaders who prioritise collaboration can create an environment that fosters innovation, creativity, and long-term success. By bringing together diverse perspectives and skill sets, teams can identify new opportunities and develop effective solutions to complex challenges. When employees feel valued and heard, they are more likely to be engaged and committed to the success of the company. Therefore, collaboration is essential for sustained success in the FMCG industry.


One example of successful collaboration in FMCG is Procter & Gamble (P&G). P&G is known for its open and collaborative culture, which has enabled the company to develop innovative products that meet the needs of its customers. For example, the company's Swiffer product was the result of collaboration between P&G's R&D team and a group of designers and engineers from IDEO, a design firm. By working together, they were able to create a product that addressed a common cleaning challenge in a new and innovative way.


Another example is Unilever, which has made sustainability a key priority in its business strategy. By collaborating with stakeholders such as suppliers, NGOs, and consumers, Unilever has been able to develop innovative solutions that reduce its environmental footprint and create long-term value for the company. For example, the company's "Project Sunlight" initiative aims to create a brighter future for children by improving health and hygiene, reducing environmental impact, and enhancing livelihoods. This initiative has been successful in part because it has engaged a wide range of stakeholders in its development and implementation.


In addition to these examples, research supports the idea that collaboration is key to success in FMCG. A study by
McKinsey & Company found that companies with more diverse leadership teams and a collaborative culture were more likely to outperform their peers. Additionally, a study by Deloitte found that organisations with a strong culture of collaboration were more agile and better able to adapt to change.


Collaboration: The Necessary Anti-Hero

So, how can leaders foster a culture of collaboration in their organisations? One important step is to model collaborative behaviour themselves. When leaders demonstrate a willingness to listen to diverse perspectives and to work collaboratively with others, they set an example for their employees to follow. Additionally, leaders can create structures and processes that support collaboration, such as cross-functional teams, regular team-building activities, and open communication channels.


The myth of the hero leader in FMCG is just that - a myth. While individual leadership is important, collaboration and teamwork are essential to achieving sustained success in the fast-paced and competitive FMCG industry. Rather than prioritising authoritarian or top-down approaches, leaders who prioritise collaboration create an environment that fosters innovation, creativity, and long-term success.


By bringing together diverse perspectives and skill sets, teams can identify new opportunities and develop effective solutions to complex challenges. Companies like Procter & Gamble and Unilever are examples of successful collaboration in action, where they have been able to develop innovative products and sustainability initiatives by working closely with stakeholders.

Research also supports the idea that collaboration is key to success in FMCG, as companies with more diverse leadership teams and a collaborative culture were found to outperform their peers.


To foster a culture of collaboration, leaders must model collaborative behaviour themselves and create structures and processes that support collaboration, such as cross-functional teams and open communication channels.


The hero leader myth must be debunked in the FMCG industry. Collaboration, not individual heroics, is the key to sustained success in this fast-paced and competitive industry. By prioritising collaboration, leaders can create an environment that fosters innovation, creativity, and long-term success for their company and its stakeholders.


At
ELR Executive, we specialise in helping FMCG and Food & Beverage companies identify and hire leaders who value collaboration and have the skills to bring together diverse perspectives and skill sets to drive successful business outcomes. They understand that successful collaboration requires strong communication skills, empathy, and the ability to build trust and respect across teams. With a focus on finding executives who possess these qualities, ELR Executive can help FMCG companies build high-performing teams that are able to navigate complex challenges and drive sustainable growth.


If you'd like to learn more about how we can help you hire the right leadership talent, who can navigate your business forward, securing its competitive advantage to thrive in today’s challenging business environment,
speak to us today.

A group of business people are walking in front of a city skyline.
By John Elliott July 18, 2025
Australia’s FMCG sector is confronting a leadership crisis. CEO turnover is accelerating, succession pipelines are underdeveloped.
By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?