I have a prediction: one of the biggest business acumen trends of 2025 will be large companies instructing their mid- and upper-level managers to stop being so passive and start making significant bets.

Why do I make this prediction? Because five out of the last six business acumen programs I have delivered for clients across various industries, including pharmaceuticals, high tech, chemicals, and consumer products, have requested that I develop business simulations to help participants learn about the processes and best practices of making big bets.

It’s Still a “Bet”

I always worry when a company brings a gambling term into strategic thinking. The truth of the matter is that the premise of making big bets isn’t really about taking risks and trying new things; it’s about forcing leaders to be more aggressive and to think more boldly.

The problem is that not everyone understands the potentially devastating consequences.

The first quarter of 2025 has been one of the most challenging and volatile times for business ever. Markets are down, there is tremendous uncertainty, and we still have the raging debate of working remotely vs. working in an office. At the same time, the pressure to perform has never been higher.

One of Advantexe's largest growing areas of work during this time has been our customized coaching simulation business. We have seen a significant increase in requests for both skill-building and practice simulations in coaching, and the types of scenarios have been very complex and difficult.

A skill-building simulation scenario is a multi-layer, decision-tree situation in which the learner engages in a simulation scenario and weaves through alternatives, building the skill along the way. A practice simulation is an AI-driven conversation in which the learner practices a specific coaching skill.

In anticipation of the Presidential Memorandum on Tariffs, many of our Advantexe clients have been focused on understanding the tariffs' impacts on their business from a business acumen learning perspective.

Over the past few weeks, we have launched a “tariff wobbler” portfolio into our business simulations so leaders can prepare and learn what to do in the “real world.” A tariff wobbler is a curveball we throw at participants to see how they react. These tariff wobblers include raw material shortages, escalating COGS, lower-quality vendor options, and opportunities to expand domestic manufacturing capabilities.

The workshops have been interesting, and although we’ve only delivered the wobblers to a small number of industries (semiconductors, pharmaceuticals, and automotive), we have some rich learnings to share.

Over the past few weeks, I have been working on an increasingly large number of Business Acumen training projects involving Supply Chain teams and the success they bring to their companies.

During this time, I’ve had the opportunity to conduct research and interview subject matter experts in the pharmaceuticals, consumer products, semiconductors, automotive, and industrial materials industries.

As I have been compiling the base conditions and writing the “wobblers” for the business simulations, we will use to teach the business acumen skills supply chain audiences need, I have noticed some fascinating patterns in terms of the significant trends impacting supply chain leaders and contributors. It’s my pleasure to share some of the insights with readers of this blog.

Over the past decade, Advantexe has worked with consumer products companies around the world and has served many different categories ranging from soft drinks to fabric care.

Based on the situation of today, we feel that Consumer Products Companies (CPCs) in 2025 and beyond will need to be more agile, sustainable, and digitally savvy. Balancing innovation with operational resilience while addressing evolving consumer expectations and regulatory landscapes—will be key to thriving in a competitive and uncertain global marketplace.

This blog post has been created to share insights, observations, and ideas for training in the areas of business acumen, business leadership, and strategic business selling skills. While the specific challenges and opportunities may vary by company and market, here are ten key challenges that consumer products companies are likely to face in 2025 and beyond: