Innovation doesn’t create growth on its own. Communication does.
Back in 1954, management thinker Peter Drucker argued that every business has two core functions: marketing and innovation. More than 70 years later, that idea feels more relevant than ever.
Food companies invest heavily in R&D. They develop new ingredients, improve formulations, optimize processes, and solve complex technical challenges. Yet much of that work never becomes part of the brand story.
In many organizations, R&D and marketing still operate independently. One develops the innovation. The other communicates the finished product.
The strongest brands bring these two functions together.
Whether they’re selling to retailers, food manufacturers, or directly to consumers, people increasingly want to understand how products are developed—not just what they are.
That’s one of the reasons LinkedIn has become such a valuable platform for food brands. It offers a space to share the thinking behind a product, the challenges along the way, and the expertise that often stays behind the scenes.
Not every trial belongs in a LinkedIn post. But every meaningful innovation is an opportunity to build credibility, demonstrate expertise, and show the people behind the product.
At FoodSciComm, it’s one of the first things we look for when developing a LinkedIn strategy for food brands. Some of the strongest stories aren’t created by marketing teams—they’re already happening in the R&D department. They just need to be told.
—
Further reading: Peter F. Drucker, The Practice of Management (1954).
