When putting together an executive agribusiness team, many businesses fall into the trap of either looking at what others are doing, relying on their past experiences or just copying their competitors.
This can mean executive agribusiness teams become carbon copies of each other, and are biased towards a more traditional way of working. Here at Agri Talent, our many years of experience has taught us that this isn’t the right approach, and every company’s leadership team should be based on the organisation’s individual needs.
The common pitfalls of organisation structure design
When companies are reviewing organisational structures, there’s a tendency to stick with the familiar. An agribusiness might look at other successful companies or draw on conventional industry wisdom, which leads to the creation of similar, function-driven executive teams. While this may seem like a safe approach, it doesn’t always align with the specific needs of your organisation. The question that should be asked by agribusinesses is: “Are we building our leadership team to drive business success, or are we doing it based on tradition, status or what’s accepted as the norm?”
Designing an executive agribusiness team based on need, not status
The most effective executive teams are ones that are built with a clear understanding of what the organisation truly needs to thrive. When you review your organisational structure, you should consider the following principles:
Business strategy alignment
- Does the composition of your executive team directly support your agribusiness strategy? If your organisation is focused on innovation or rapid growth, your leadership team might need roles that reflect these priorities, such as a Chief Innovation Officer or Head of Digital Transformation.
Unique organisational needs
- What are the specific needs of your organisation? Every company has different challenges and goals, and your leadership team should reflect that. Whether it’s operational efficiency, talent development or market expansion, your executive structure should be tailored to address these areas.
Balance of expertise
- A balanced executive team includes not just functional leaders but also those who bring different perspectives, whether through industry experience, technical knowledge or leadership style. A diverse executive team is more equipped to tackle complex challenges and drive innovation.
Future growth potential
- Is your executive team built to scale with your organisation? As your agribusiness grows, the structure of your leadership team will need to adapt. Are there roles within the team that will help guide future growth, or is your current structure static and tied to the present?
Breaking away from traditional models
One of the main reasons organisations end up with similar executive structures is the reliance on traditional, function-led models. While executive roles like CEO, CFO, COO, and CMO are critical, they’re not the only roles that can drive the effectiveness of your agribusiness. Depending on your business model, you may find that other roles – such as a Chief Data Officer, Chief Customer Officer, or even Chief Sustainability Officer – are key roles aligned with your organisation’s goals.
It’s important to challenge the assumption that your executive team must be the same as everyone else’s. Instead, focus on what will best drive your organisation forward and what expertise is needed to meet your strategic objectives. If you’re truly looking to drive growth and innovation, it’s essential to take a fresh approach to organisational design.
At Agri Talent, we specialise in helping agribusinesses rethink their organisational structures. By focusing on the unique needs of your company, we ensure that the executive team and senior leaders we recruit are the right people, for the right role – every time.