In the fast-moving, high-pressure world of UK fast-moving consumer goods (FMCG), leaders are being asked to do more than ever. With squeezed margins, rapid channel change, shifting consumer behaviour and rising regulatory and sustainability demands, the bar has been raised. If you are preparing for leadership in 2026, or hiring for it, here are the key skills that matter and what distinguishes tomorrow’s FMCG leader.
1. Commercial & data fluency
In an era when e-commerce, direct to consumer, omni-channel fulfilment and real-time analytics are increasingly core to FMCG success, leaders need much more than instinct and experience.
What we are experiencing when speaking to hiring managers is that roles that need a mix of commercial, brand and digital (data/analytics) are among the most in demand.
A future-fit leader:
Understands the commercial model, margin pressures, retailer ecosystem and category dynamics intimately.
Can interpret data (consumer insight, channel trends, digital signals) and translate that into action.
Has the confidence to ask “what does the data tell us about the next three quarters?” rather than just “what’s the plan this year?”.
More and more businesses are not just wanting their leaders to carry out the plan put to them; they want them to help shape the plan in the first place.
2. Agility, innovation & change leadership
The UK FMCG environment is shifting fast. From sustainability regulation (packaging, EPR), through cost inflation, to retailer and consumer shifts. Leaders must embed agility: the ability to pivot strategy, test new ideas quickly, and lead through ambiguity.
So this in mind, it stands to reason that companies are choosing to scope their leadership roles differently, being more selective with leadership hires that deliver transformation.
Future-fit leader behaviours here include: experimenting with new channels, being comfortable operating with less certainty, championing speed without sacrificing rigour, and building a culture where teams are comfortable failing fast (and learning).
3. People leadership in hybrid/global teams
Leading in 2026 means working across more dispersed teams (remote/hybrid), managing multi-skill functions (digital, ecommerce, traditional retail), and building resilience in people through change.
One thing we emphasised in 2025, which continues to be a key shift in 2026, is the need for better people leadership, not just the day-to-day of the 'do' but coaching, mentoring, developing and creating supportive cultures where people can grow and progress both personally and professionally.
Therefore, key capabilities of a leader include:
Creating connection and trust in hybrid or distributed teams.
Coaching and building capability (not just delegating tasks).
Embedding inclusive culture so that diverse talent thrives.
Linking team purpose to business goals: when frontline teams see how their work ties to value, performance improves.
4. Sustainability, ethics & stakeholder mindset
Beyond the commercial and people sides, the future FMCG leader must have a broader stakeholder lens, covering regulatory pressures, sustainability, ethical supply chains and purpose. UK consumers expect ethical credentials, and the regulatory environment (e.g., packaging, waste, EPR) is tightening. This means that commercial leaders can no longer leave sustainability or ESG off their agenda…they must incorporate it.
Leaders in 2026 will ask: how does our brand promise align with sustainability? How do we source ethically? How do we build resilient supply chains? These questions now sit at the leadership table.
5. Strategic mindset and cross-functional capability
In many FMCG organisations, leadership is still more than one dimension. Whether you are heading commercial, marketing or category, the ability to view decisions holistically- from supply chain, cost to serve, channel strategy, and consumer insight is critical.
Of course, specific experience remains valued, but a future-fit leader sees around corners, balances short-term execution with longer-term investment, collaborates across functions, and brings both depth and breadth.
Why it matters – and how recruitment fits
For organisations seeking to build future-fit leadership, this means evaluation and hiring must shift. It’s not enough to find someone who has done the job before; it’s about whether they can do the job in a changed world.
Two implications are:
Recruitment criteria must include not only past commercial performance, but evidence of transformation, agility, data-led decision making and people leadership in complex contexts.
Talent development matters: organisations must invest in developing these capabilities (for instance, coaching, rotational experiences, analytics up-skilling) so they have a pipeline of future leaders, keeping their progression funnel moving.
From our perspective, this focus enables a deeper partnership: finding leaders not just to fill roles, but to build capability and future-proof the business.
Call to think differently
If you are a hiring manager in FMCG, thinking about your leadership plans for 2026, ask:
Are my leaders (or potential leaders) able to navigate digital/commercial change?
Do they have strong people capability to lead hybrid and in-person teams?
Can they embed sustainability and purpose into the commercial agenda?
How are we assessing future potential (not just past experience)?
If you are a leader or aspiring to be one: invest in data literacy, broaden your cross-functional experience, seek roles or projects that stretch your agility, and build your coaching/people leadership muscle.
In a market where FMCG continues to evolve rapidly, the leaders who combine commercial rigour, data-driven decision making, people excellence and a stakeholder lens will stand out. And those are the people organisations want to hire, cultivate and retain.
