Jack Bobo, executive director of the UCLA Rothman Family Institute for Food Studies, called for a fundamental shift in how the food industry communicates about change during his presentation at Expana’s Agri-Food Europe 2026 event in Amsterdam.
Bobo argued that polarization represents society’s greatest threat, one that complicates efforts to address every other challenge. He emphasized that building trust within the food system requires changing the narrative around innovation and sustainability rather than continuing current communication strategies that breed defensiveness and apathy.
“At the Rothman Family Institute we’re trying to change how people talk about food because if we do, we can reduce polarization, we could build trust, and we could create space for innovation, but it’s a challenge and it’s only going to get worse unless we find a way to do things differently,” Bobo said.
How change is framed
The food futurist highlighted a critical communication problem: people believe problems exist but distrust proposed solutions because they perceive marketing agendas. This skepticism stems from how the industry frames change, often emphasizing blame rather than collaboration.
Bobo pointed to historical context as the missing element from current narratives. UK carbon dioxide emissions, currently 5.5 tons per capita, sit 40% below 1990 levels while gross domestic product has grown 40%, demonstrating that progress and sustainability can coexist. Over the past 200 years, global health and wealth have improved dramatically, yet few recognize these achievements.
“We need a new narrative. What’s missing from our current narrative is kind of simple historical context,” Bobo said.
He urged the food industry to reframe messaging around the concept that conditions are improving but not fast enough. This approach, he argued, resonates with stakeholders across the sector because it acknowledges shared commitment to progress without assigning blame.
“If I tell you that you’re the problem I’m probably going to have a hard time getting you to change,” Bobo noted. “Nobody wants to be blamed for the problems we have but everybody wants to help solve the problems.”
Bobo emphasized that communication strategy directly determines whether stakeholders collaborate or actively resist solutions. “How we communicate matters, how we communicate determines that people lean in and work with us or if they actively work to keep us from delivering the solutions we have,” he said.
He concluded by advocating for strategic thinking focused on creating preferred futures rather than merely preparing for anticipated challenges. Business leaders should define desired outcomes and work backward from those goals.
“Stop preparing for the future that you expect so that you can create the future that you want as in business you want to know where you want to go, not trying to make the future less bad,” Bobo said.
Written by Simon Duke
