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From Danone to Fleury Michon, through Saipol, L’Oréal and Pernod Ricard, the firm talenco supports the strategic, managerial and technological transformations of large companies in the consumer goods sector.
Amid pressure on margins, rapid changes in consumer expectations, environmental requirements, tensions in value chains, and the acceleration of artificial intelligence, consumer goods companies must transform without losing their ability to execute.
The challenge is no longer just about innovating: We need to make decisions faster, better exploit data, adapt organizations, and evolve skills on a large scale.
Price increases can no longer be the main driver of growth.
Brands must make more nuanced tradeoffs between price, volume, portfolio, innovation, and perceived value, while consumers become more price-sensitive and less loyal.
This requires some clearer strategic priorities, tighter management of performance, and a better ability to quickly translate decisions into action.
AI and analytics are already transforming marketing, content creation, product innovation, consumer knowledge, and demand forecasting.
At L’Oréal, the uses in question include skin diagnostics, recruitment, and media production. The challenge now lies in moving from experimentation to truly useful, governed, and linked to the strategy from the company.
Consumer goods companies remain exposed to fluctuations in raw materials, geopolitical tensions, logistical uncertainties, and the demands for availability from distributors.
They must simplify, digitalize and automate further their processes, from forecasting to the supply chain.
This transformation also requires breaking down silos between marketing, sales, operations, purchasing, and support functions to achieve faster execution speed.
Packaging, resources, traceability, reducing emissions, austerity and the evolution of regulations all require a review of products, processes and economic models.
These transformations affect the entire organization: innovation, purchasing, production, marketing, finance, and human resources. Their success depends on the ability to provide a common direction, prioritize projects, and mobilize teams around concrete objectives rather than scattered initiatives.
Automation and AI are rapidly displacing the added value of many professions.
It is important to anticipate these developments through strategic workforce planning, upskilling and acculturation.
Managers must also to support the adoption of new tools, maintain a critical mindset, and encourage experimentation and help everyone understand how their role evolves in the transformation.
Competitiveness is not limited to economic performance. It is built on the ground, with our teams, in our factories and offices.
Jean Philippe PUIG, CEO (2025) | Groupe AvrilÂ
Since 2012, the consulting and training firm has been talenco supporting the transformation of the major players in the consumer goods sector.
Need to exchange ideas with our experts?
Raphaël KATTAN |Managing Director
What are the main challenges facing the consumer goods sector in terms of transformation?
Companies today must reconcile profitable growth, evolving consumer expectations, cost pressure, transformation of value chains, and the acceleration of AI. Their ability to prioritize, innovate quickly, exploit data, and evolve skills becomes crucial to remain competitive.
How does artificial intelligence transform consumer goods companies?
AI is used in marketing, product innovation, content creation, consumer knowledge, the supply chain, and support functions. The goal is to select high-value use cases, organize their governance, and support employees in transitioning from experimentation to deployment at scale.
Why are skills becoming a strategic issue for consumer brands?
Automation and AI are changing tasks, expertise, and the distribution of value between professions. Companies must anticipate the skills needed, develop upskilling and reskilling, and support managers so that new technologies strengthen performance without compromising the commitment of teams.
How to improve strategic execution in such a complex sector?
The multiplication of priorities often slows down action. Companies benefit from clarifying a few strategic objectives, breaking them down to the teams, empowering managers, and regularly monitoring results. Approaches such as OKRs can facilitate alignment between vision, decisions, operational actions, and performance measurement.
How to reconcile innovation, performance and sustainable transformation?
The challenge is to integrate environmental and regulatory constraints into business decisions rather than treating them separately. This requires prioritizing transformations, ensuring collaboration among functions, mobilizing teams, and developing an experimental culture that enables simultaneous improvements in efficiency, innovation, and accountability.
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