As FMCG businesses move into 2026, the way teams are structured — and the skills valued within them — is undergoing fundamental change. After several years of economic uncertainty, hiring caution, and rapid technological change, organisations are no longer optimising for scale. They are optimising for impact.
The result is a clear shift: fewer roles, sharper skill requirements, and a renewed focus on how teams collaborate to drive commercial outcomes.
From Job Titles to Capabilities
One of the most significant changes we see is a move away from traditional role definitions. Job titles alone no longer describe value. Instead, hiring managers are increasingly focused on capability depth.
In Sales and Marketing, this has translated into higher expectations across several areas:
- Stronger commercial and financial acumen
- Confidence using data, insight, and analytics to influence decisions
- The ability to connect strategy with execution
- Clear ownership and accountability
Relationship management remains important, but it is no longer enough on its own. The most in-demand professionals are those who can translate insight into action, challenge assumptions, and demonstrate measurable impact.
Smaller Teams, Broader Skill Sets
Headcount growth across FMCG has been selective rather than expansive. Many businesses are choosing to operate with leaner teams, placing greater responsibility on each hire.
This has driven demand for more versatile profiles — individuals who can operate across disciplines, collaborate effectively, and adapt quickly as priorities shift.
In this environment, “T-shaped” talent — depth in one area with working knowledge across others — is becoming the norm.
Collaboration as a Commercial Capability
As teams become leaner, collaboration has moved from a cultural aspiration to a commercial necessity. Silos are no longer just inefficient; they are a direct risk to execution.
In high-performing FMCG organisations, collaboration is being intentionally redesigned:
- Sales, Marketing, Category and Insights are aligned around shared commercial objectives
- Data and insight are used as common languages, not functional property
- Decision-making is faster, clearer, and closer to the customer
This has also changed what leaders look for when hiring. Stakeholder management, clarity of communication, and the ability to influence without authority are now core competencies — not “nice to haves”.
The Role of Technology and AI
Technology is accelerating this shift, but it is not replacing people in the way once predicted. Instead, AI and automation are reshaping where human value sits.
Routine analysis, reporting, and forecasting are increasingly automated. What remains — and becomes more valuable — is judgment, interpretation, creativity, and leadership. The most successful teams are those that:
- Use technology to remove friction
- Free up time for higher-value thinking
- Invest in upskilling rather than replacement
This places renewed emphasis on learning agility and mindset. Businesses are prioritising candidates who can evolve alongside tools, not be disrupted by them.
Rethinking How Teams Work Together
Alongside skills, the way teams collaborate day-to-day is also being re-examined. Hybrid working has forced organisations to be more deliberate about how work gets done.
High-performing teams are now characterised by:
- Clear role ownership and decision rights
- Intentional in-person collaboration for creativity, learning, and alignment
- Trust-based flexibility rather than presenteeism
The focus has shifted from hours worked to outcomes delivered — a change that rewards clarity, accountability, and strong leadership.
What This Means for Hiring in 2026
For employers, rethinking skills and collaboration means being far more precise about what success looks like in a role. Vague briefs and generic job descriptions are no longer effective.
For candidates, it means demonstrating impact, not just experience. Those who can clearly articulate how they add value, work cross-functionally, and adapt to change will continue to stand out.
As FMCG moves into its next phase of growth, the competitive advantage will not come from bigger teams — but from better-designed ones. Teams built around the right skills, aligned ways of working, and genuine collaboration will be the ones best positioned to execute strategy and outperform the market in 2026 and beyond.
