FOOD SYSTEM THINKING: UNLOCKING RESILIENCE AND GROWTH
In today’s fast-moving food landscape, the call for transformation is getting louder. But at Veris, we believe the companies that will succeed aren’t just the ones investing in innovation or setting bold targets, they’re the ones thinking systemically.
Because the truth is, risk doesn’t respect corporate or geographic boundaries. Whether it’s extreme weather, shifting policy or fragile supply chains, the challenges food businesses face are not isolated – they’re interconnected. And they demand a whole-system response.
Why food system thinking matters now
It’s no secret that the scale of change required is enormous. As David Webster, CEO of LEAF, put it, “You can’t impose change [on farmers] by mandate.” Yet, this is what’s been happening. Recent policy decisions – like the sudden closure of the Sustainable Farming Incentive (SFI) – have left many farmers unsupported, uncertain and unable to invest in more sustainable practices. Confidence has hit an all-time low.
At the same time, pressures on food businesses are growing. Climate shocks, inflation, supply chain disruptions – all these risks are converging. And yet, many sustainability strategies still treat these challenges as separate, siloed issues.
That’s a missed opportunity. Because food system thinking doesn’t just identify risks – it reveals the relationships that can unlock growth and resilience.
Farmers can’t carry the weight alone
Despite the current funding gaps, many farmers are forging ahead. A Farmers Weekly survey showed that 74% are already using less artificial nitrogen fertiliser and 34% are monitoring carbon sequestration. However, 62% did not know their carbon footprint and 52% do not have a plan to reduce their carbon footprint.
The reality is regenerative practices take time, data, capital and courage. And without strong financial backing and meaningful collaboration from retailers, manufacturers and policymakers, change will stall.
As Helen Browning, CEO of the Soil Association, puts it: “We need a sensible food economy.” That means one that rewards sustainable farming, values natural capital, and spreads risk fairly.
From buzzword to business strategy
Encouragingly, we’re starting to see new models emerge. Routes to Regen, a partnership between companies like McCain, Waitrose and British Sugar, shows what’s possible when business, finance and farming align. These initiatives demonstrate that regenerative farming can be both environmentally and financially viable, but they are still the exception, not the rule.
James Bailey, Executive Director of Waitrose, summed it up: “We are in the nuts and bolts of what this [transition to regenerative agriculture] really feels like.” And that’s exactly where businesses need to be – not just writing strategies but making the shift on the ground.
So, what does this mean for food businesses?
If you’re serious about resilience and long-term value, now is the time to step back and look at the bigger picture. Ask your business these three questions:
Are we supporting the people and systems we rely on, particularly our suppliers and farmers, with financial incentives, innovation, and risk sharing for regenerative practices?
How well do we understand the interconnections between climate, policy, supply chains and farming resilience?
Are we building risk models that reflect environmental volatility and long-term sustainability?
From isolation to interconnection
It’s tempting to focus on the visible parts of the system such as your own operations, your customers, your reporting frameworks. But resilience lives in the hidden connections. Between policy and practice. Between supply and demand. Between business strategy and the people who produce our food.
That’s why we challenge food businesses to rethink risk, reframe responsibility and respond with joined-up action.
Ready to start? It’s a crucial time to examine what food system thinking means for your business. But you’re not alone. At Veris, we’ll help you build a resilient strategy that works for your ambitions, your supply chain and the future of food.