Leadership in a Changing Landscape

I was a bacteriology major at the University of Wisconsin-Madison for my undergrad. (Go, Badgers!)

In those days, a love of science and a strong foundation in classical microbiology and biological sciences were the basis for a bright future. Coursework consisted of traditional lectures and labs on topics ranging from general bacteriology and virology to biochemistry and food microbiology. Programs like this provided a strong background for students entering medical, dental, veterinary, or graduate school, or pursuing careers in research, academia, or industry. For me, it was the beginning of a career I love in food quality and safety and what brought me to IFT all those years ago.

The rapid advancement of technology, the complexity of the global food system, the intricacy of modern scientific problems, and the increasing need for interdisciplinary collaboration present unique challenges for those working in science of food disciplines. While food science programs at many colleges and universities have become far more diverse, integrated, and technology-driven in the last 20 years, the disparate range of abilities, competencies, and expertise possessed by those currently working in the field varies greatly. Leading today’s scientists requires a nuanced approach that provides better support for individuals with different goals and at various career stages in order to cultivate team success.

Adopting digital solutions can significantly improve various aspects of food production and distribution, such as managing consumer costs and providing detailed information about food origins. While advanced technological methods are increasingly being taught in universities, many food scientists still lack extensive data science expertise. New technologies and innovative approaches to data can offer profound insights into traditional challenges, but their effectiveness depends on our ability to manage, structure, understand, and govern the data. It will be increasingly important for leaders to encourage food scientists on their teams to enhance their data literacy in order to leverage digital technologies to their fullest. This can be accomplished either by honing their own skills or building networks and partnerships with experts in nontraditional areas like computer and nutritional information sciences.

It’s also becoming more critical than ever for leaders to prioritize investment in the business skills of food scientists. Although more undergraduate programs now incorporate introductory business courses, and some scientists choose to pursue a Master of Business Administration (MBA) like I did, many remain focused on advancing their education within food science–related disciplines or moving directly into industry roles. While the choice between pursuing a scientific path or further business education often depends on an individual’s career goals and interests, understanding business fundamentals is beneficial for all scientists.

Creating a culture that nurtures talent and encourages professional growth at every stage of a scientist’s career is crucial.

Sean Leighton

President, IFT

Improving the business acumen of food scientists supports their ability to align their work with market demands, enhance communication with nonscientific stakeholders, secure funding, and navigate commercialization complexities. These contribute substantially to their organization’s strategic objectives, thus bridging the gap between scientific discovery and its real-world application for economic and societal gains. It also opens opportunities for them to transition into management or functional roles within a business, broadening their career prospects.

Creating a culture that nurtures talent and encourages professional growth at every stage of a scientist’s career is also crucial. I highly encourage leaders to provide mentorship opportunities where less experienced scientists can gain insights from more seasoned colleagues, receive career advice, and get professional development support. Reverse mentoring can also be a game changer, keeping leaders in the loop with new technological advancements and trends, reducing hierarchical barriers, and enabling a better understanding of the work preferences, thought processes, and values of younger generations. This not only benefits individual scientists but also strengthens overall team cohesion and growth.

The dynamic nature of the global food system and constant pressure to innovate necessitates adaptive leadership that can navigate challenges effectively while creating a culture conducive to innovation and discovery. Leaders who prioritize employee development and invest in skill building benefit from a more skilled, motivated, and innovative workforce, leading to enhanced productivity and organizational growth.

Leveraging IFT’s diverse community as a sounding board and gaining expert advice, training, and educational resources to support employee development can provide leaders with the perfect complement to their internal efforts, support the success of their scientific teams, and continue propelling careers and the science of food forward.ft