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With genetically modified organisms (GMOs), theres no putting the genie back in the bottle. Since their commercial introduction in 1996, bioengineered crops have become a commercial juggernaut, utterly dominating the marketplace in the U.S. and around the world. Even the European Unionlong a hotbed of anti-GMO sentiment and regulatory activityis warming to biotech, and significantly expanding the number of GMO crops accepted for import. Now, as the technology is maturing and costs have decreased significantly, a new wave of biotech innovationcall it GMO 2.0is in the offing. Emerging startups and established companies alike are using breakthrough technologies to drive GMOs in exciting new directions. A diverse range of new technologies promise to make agriculture more efficient and sustainable, and our food tastier and more nutritious. It also promises to help address the pressing but unanswered question of how to produce the 56% additional calories needed to feed the 10 billion people expected to populate the world in 2050, with little land left to expand cultivation and a changing climate making agriculture more challenging. Not everyone is thrilled about the new wave of bioengineered crops. Like it or not, though, GMO 2.0 is going to see an adoption curve that will rival that of first-gen biotech seeds. The potential benefitsnutritional, environmental, and above all, agronomicalwill simply be too great to ignore. Avoid missteps Before we get to that point, however, we have a window of opportunity to shape the course of GMO 2.0and avoid some of the missteps that marked the rollout of first-gen biotech crops. The core technologies behind GMO 1.0 were safe, effective, and heavily regulatedbut too many breakthrough products were controlled by a few large corporations that were eager to muscle rivals aside, shout down skeptics, and amass huge profits while ignoring any potential harm caused by their products. The rise of GMO 2.0 offers us a chance to hit the reset button and ensure that the next wave of biotechnologies is developed and commercialized more transparently, more responsibly, and more equitably. If we get this right, we can make a powerful positive case for the biotech revolutionreducing the potential for a backlash, and ensuring that consumers, regulators, and other stakeholders around the world benefit from the enormous potential of GMO 2.0 crops. The 5 principles of GMO 2.0 To achieve that goal, we need to start by recognizing that GMO 2.0 isnt fundamentally a technological breakthrough. Yes, new technologiesand the maturation of existing technologiesare making bioengineering far more accessible, and dramatically expanding and accelerating our ability to innovate. But GMO 2.0 is defined, at its core, by a shift in the values and priorities that guide us as we bring bioengineered products to market. That breaks down to five key principles: Safety: I dont want to overstate this. The reality, after all, is that the science around whether GMOs are safe for humans is conclusively settled with broad scientific consensus. Still, next-gen innovators need to do a much better job of communicating around biotech safety, forthrightly engaging with consumers and regulators, and finding ways to win over skeptics instead of ignoring or silencing them. That means making a positive case for our technologies, frankly acknowledging any shortcomings, and clearly explaining how well mitigate or manage potential risks. Transparency: GMO 2.0 advocates must seek transparency in three key areas. First, we need to explain our technology and make sure everyone understands what were doing and how it works. Second, we need to explain our purpose and show how bioengineering can unlock desirable traits that deliver results across the value chain. And third, we need to explain our potential impact and show how GMO 2.0 will drive resilience, growth, and improve food quality for everyone. Efficiency: To ensure that GMO 2.0 technologies meet the actual needs and wants of customers, we need efficient markets. In agriculture, that means empowering farmers and consumers to choose the traits they want in their crops and their food. First-gen biotech was largely a top-down process dictated by Big Ag, but GMO 2.0 will be powered by end users, with a host of startups, academics, and innovators using agile technologies to respond to changing demand and rapidly bring new crops and new traits to market. Deconsolidation/choice: Most GMO 1.0 products offered one-size-fits-all solutions, consolidating multiple traits into a single seed. In the GMO 2.0 era, farmers will be able to pick and choose from many different seeds, each with different traits and capabilitiesor opt-out altogetherto optimize for their own unique needs. This matters at the ecosystem level all the way to the consumer. Instead of trying to dominate the marketplace, GMO 2.0 leaders will embrace transparency, build partnerships, and create solutions that dovetail with and support one another in additive ways. Optimism: To usher in a new era of GMO 2.0 technologies, we need to stop being apologetic or mealy-mouthed about what were trying to achieve. Climate change is real, and hunger never went awayinstead of waiting for disaster to strike, were building technologies that will safeguard the future. Its time to embrace the scale of our ambition and explain how important biotech will be in the years to come. Some next-wave biotech productslike purple tomatoes that contain extra antioxidants and taste great in a saladare designed to appeal to consumers. Others are important on a global scale: drought-tolerant wheat could help secure food supplies in an era of global heating, while non-browning avocados have the potential to reduce food waste by extending shelf life and enhancing flavor and texture for consumers. By hitting the reset button now, and clearly explaining how GMO 2.0 differs from earlier iterations of biotech crops, we have a chance to redefine how farmers, regulators, and consumers think about biotechnology. Now its time to communicate that effectively and build a vibrant and equitable biotech marketplace where GMO 2.0 technologiescan showcase their valueand deliver the benefits we need for farmers, consumers, and society as a whole. Shely Aronov is cofounder and CEO of InnerPlant. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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Futureproofing your business requires an ability to embrace change, not just to react to it. Change is a constant, so companies that thrive in todays landscape must be continuously adapting and innovatingchanging as consumers change. Brands that truly stand the test of time understand that the core ingredients for long-term success are relevance, ease, and distinctiveness. Relevance No business, regardless of its size or sector, can consistently thrive without remaining in sync with consumers wants and needs, and keeping a pulse on the cultural nuances across their markets. At KFC, we have driven brand recognition and global growth by prioritizing relevance since 1952, and that starts with knowing and living our brand purpose. For instance, KFC exists to banish the bland and dial up the fingerlickin, which to us means being bold in everything we doadapting our menus, restaurant design, and guest experiences to deliver what consumers are craving. We use consumer insights about food formats and flavors to ensure were bringing bold innovation to our menus and leading food trends. KFC also builds relevance in culture wherever its happeningwithin the gaming community through PUBG or The Legend of Zelda, in partnership with celebrities like Trevor Noah and Chrissy Teigen, or through an NBA courtside appearance by Colonel Sanders. Beyond menu and culture, KFC leverages restaurant design to drive relevance, prioritizing things like sustainable furniture and seamless technology that resonate with guests. Relevancy also reaches beyond the restaurant through local initiatives including food donations, youth programs, and employability training. Ease In addition to staying relevant, brands must ensure that consumers can access and engage with the brand on their own termswhen, where, and how they want. Sephora, a premier beauty destination and global retailer, highlights the importance of validating customers and meeting them where they are. Before Sephora opened more than 3,000 locations, beauty products were primarily sold through brand-specific retailers or local drugstores, making high-end options both hard to find and out of reach for most consumers. Sephora offers retail locations in 34 countries around the world, a robust online retail store, and endless content available across social channels. But ease doesnt just apply to accessing their products. Sephora promotes inclusion and aims to make it easy for every person to feel beautiful. It disrupts the prestige of beauty retail by striving to authentically celebrate consumer beauty and invites everyone in, no matter the persons background, skills, or expertise. Their commitment to access and education makes involvement uncomplicated and effortless, especially as consumers explore new beauty products and routines. Distinctiveness As the world changes, a distinctive brand perpetuates a clear identity, allowing consumers to build familiarity and remain connected. Nike embodies this as one of the most distinctive brands of the past, present, and foreseeable future. If you close your eyes, you can instantly imagine its famed swoosh, distinguishable tagline and portrait-style imagery of iconic athletesthe brand doesnt even need to be named for you to recognize it. This undeniable identity is one of Nikes greatest assets, as it builds and retains loyalty, spreads favorable word-of-mouth, and fuels excitement from employees and consumers alike. And its so much more than its brand assets. Nike shows up for athletes in a distinct way that inspires an emotional connection to the very heart of its fan base. The brand focuses on grit, competition, resilience, and celebration, distinctively leaning into every facet of what it means to be an athlete while saying that any consumer can just do it. Personal evolution Just like brands that stand the test of time, I have embraced a personal growth journey that has been both transforming and evolving. I prioritize growth and learning to ensure that Im always pushing for the consumer. I welcome change with open arms and am excited about what the future holds. Nivera Wallani is the global chief development officer of KFC. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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Memorable experiences guide us to value the present moment before it becomes only a memory. As the context around us continuously evolves at a rapid pace, the formation of memories comes to life through spatial awareness of the physical environment. The importance of human interaction and shared engagement in the design of immersive entertainment and sports venues, workplaces, and even homes is fundamental to making memories of a lifetime. Georges Duhamels 1919 French philosophical essay, The Hearts Domain, touches on the essence of human experience and the pursuit of meaning in a rapidly changing world. He emphasizes the importance of human connection. Duhamel was a surgeon, poet, and philosopher, and his words translated into English noted, We do not know the true value of our moments until they have undergone the test of memory. Like the images the photographer plunges into a golden bath, our sentiments take on color; and only then, after that recoil and that transfiguration, do we understand their real meaning and enjoy them in all their tranquil splendor. Photography has evolved and we now have the ability to memorialize images physically printed or digitally, and saved to a cloud server that can be virtually accessed anytime and anywhere. Shared experiences When faced with the immediate decision to evacuate the Sunset Fire on January 8, the practical and emotional task of deciding what to take tested how we physically save memories. Besides our cats, computers, important documents, and overnight bags, the indecision between which physical (pre-digital) photo albums to grab became daunting. That evening it was the small details and stories of our shared experiences at home and in the community that we wanted to imprint in our minds not knowing what, if anything, would survive. We were fortunate that the fires did not ultimately reach our canyon neighborhood, but the unimaginable loss of lives, homes, schools, and businesses as a result of the Palisades and Eaton Fires has been devastating. So as communities rebuild for a resilient future, we honor the memories of the past, and value what we have in the present. Builder of dreams The physical manifestation of bringing stories to life is transformational to healing and moving forward. Walt Disney said, Times and conditions change so rapidly that we must keep our aim constantly focused on the future. My first memory of being at Disneyland was captured in a photograph of my family and me posing in front of Sleeping Beautys castle. The stone details, colored banners and scents of cotton candy illuminated the storybook backdrop. My mom, sister, and cousin were posing with great attention to my dad and his camera. My head was turned away as I could not take my eyes off the remarkable castle structure that we had just walked through. This magical place that I had only read about or seen in a movie had come to life to immerse me in the story. I had no recollection of the moment until I found this image and wondered if it was my first inspiration to become an architecta builder of dreams. Memorable experiences transcend the past, present, and curiosity of the future. Design of memorable experiences enables shared human connections that meet people where they are, and how they are inspired to engage. Barbara Bouza is former president of Walt Disney Imagineering. The Fast Company Impact Council is a private membership community of influential leaders, experts, executives, and entrepreneurs who share their insights with our audience. Members pay annual membership dues for access to peer learning and thought leadership opportunities, events and more.
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