With global demand for food reaching peak levels, and climate change and diminishing farmland impacting food production, Kaihan Krippendorff’s article on the future of agriculture addresses both the issues and possible solutions.
Earlier this year, I met up with a friend for lunch at a restaurant out on the water. As I twirled fettuccine noodles and chunks of New England lobster around my fork, I couldn’t help but appreciate the connections that I’ve been able to form over shared meals.
Food is an integral part of my life—a means to explore new cities, a tool to bond with friends and family members, and a method to connect to the medley of cultures that make up my ancestry. As much as I try not to, it can be too easy to take these meals for granted, forgetting that 9% of the world, over 690 million people, do not have secure access to food and frequently go to bed hungry.
The friend I shared lunch with is an analyst who invests in small public corporations. He was particularly excited to tell me about one company, Raven Industries, that is taking on national and global challenges in food production, population growth, and agricultural sustainability with a mission to improve our world.
GLOBAL CHALLENGES IN FOOD PRODUCTION
The global demand for food is reaching peak levels. The world’s population is growing; it is predicted to reach 9.8 billion by 2050. At the same time, available farmland is diminishing. Our farmers are pressed to feed the world with fewer and fewer resources. According to Forbes, farms around the world will need to increase global food production by 70% in the next 40 years to keep pace with population growth. To meet the demands for global food supply, farmers and companies in the agriculture sector are turning to technology-driven solutions.
Key points include:
- Global challenges in food production
- Shifting consumer food preferences
- How companies are preparing for future challenges
Read the full article, The Future of Agriculture: Smart and Sustainable Food Solutions, on Kaihan.net.
Umbrex is pleased to welcome Niara Phillips. Niara spent two years as a management consultant with Bain & Co and two years as a strategy and operations consultant with Booz Allen Hamilton. She has been operating as independent consultant since January 2020. Prior to Bain, Niara was a senior advisor (appointee) within the federal government under the Obama Administration. Niara has particular expertise in stakeholder engagement, project management operations and execution,and has led major transformations in IT, industrials, and agribusiness. She recently relocated to Portland, Oregon and previously called New York City home. Niara is happy to collaborate on remoted projects involving strategy and operations.
Umbrex is pleased to welcome Christopher Rischard. Christopher Rischard spent eight years as Digital Leader in the TMT practice at Booz & Company based in Paris and Madrid focused on digitalization, data and tech-enabled growth strategy. After several years as a Principal, he set off as an independent consultant in London in 2014. Prior to Booz and his MBA at INSEAD, Christopher lived in Washington DC where he was raised and he worked for 8 years in enterprise solutions sales at MCI Telecommunications. Christopher would be delighted to collaborate on digital strategy, digital transformation and digital value creation engagements for both corporate and private equity clients.
Umbrex is pleased to welcome Luke Xie with Lux Advisors. Luke is a former McKinsey Business Analyst with the strategy practice and has been independent consulting since 2013. He has operating experience across early & late stage start-ups including Airbnb, Sentio (consumer hardware), and Coda Automotive (electric vehicles). Luke also has venture capital experience from working at Romulus Capital (early stage) and RocketFuel (blockchain). He has functional expertise in digital strategy, due diligence, entrepreneurship, growth, innovation, and support.
Luke lives in Los Angeles and is an avid racing driver and instructor. He is happy to collaborate on projects worldwide and is conversationally fluent in Mandarin.
Stephen Redwood provides a post that addresses a common problem most companies face when shifting to a new system: how to organize all the moving parts to prepare for the transformation.
Not since the world went from moving around by horse and cart to the use of steam engines, has the pace of change accelerated as much as it is now. So, when back in February 2018 Forrester published a paper entitled Digital Rewrites the Rules of Business it quite rightly focused on the need for companies to think transformational, rather than incremental when figuring out how to adapt to the digital world.
Many of my clients are on this journey and have asked me the question: “How should we organize for digital?”
Points covered in this article include:
1: The right reporting line for digital
2: Capabilities within the digital function
3: How to resource digital
4: The readiness of company culture
Read the full article, How Should We Organize for Digital?, on LinkedIn.
In the digital age, Amanda Setili explains why every company — big or small – needs a platform strategy to connect with customers.
Today’s businesses now live or die based on how well they cultivate and connect those who they do business with. Just look at the seven most valuable companies in 2019—Apple, Microsoft, Alphabet (parent company of Google), Amazon, Facebook, Alibaba and Tencent. Each created their success by deliberately and aggressively building powerful platforms to connect customers, content providers, suppliers, and others to each other.
Amanda provides five detailed steps toto build a vibrant, self-reinforcing community that can propel your company’s success.
The five steps shared include:
Step 1: Take inventory.
Step 2: Attract and connect your ideal.
Step 3: Assure participants get value.
Step 4: Create physical or virtual engagement platforms.
Step 5: Listen, observe, enhance.
Read the full article, Why Every Company — Big or Small — Needs a Platform Strategy on Amanda Setili’s company website.