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specific flavor, such as strawberry. Perhaps
20 ingredients would be in the “very useful” category, plus another 50 or so that
could sometimes be used in a minor role.
Today, those numbers are about four
times greater. To argue that this state of
affairs diminishes creativity is perverse;
it actually enhances the possibilities of
creativity immensely. The variations on
creative profiles that can be imagined
today are vastly higher than they were
before and during the second half of the
20th century. Despite this, most F&F
companies have not yet explored even a
fraction of the newly available creative
labyrinths, and prefer to stay relatively
constrained within comfortable, familiar territory.
The second argument challenges the
F&F industry to take a hard look at which
parts of the business actually adds value
in the current industrial climate. Such
introspection was not really essential until
recently, and image was perceived to be at
least on a par with reality. This is no longer the case, and companies that wish to
survive cannot afford to waste resources.
Any disinterested analysis would put the
creative function at the top of the added-value list. In a relative sense, creativity
is more important today than it has ever
been in the past.
The third argument is more pragmatic than idealistic, but it is important
nonetheless. When I joined the industry,
every company was hiring trainees, and
most had decent training programs. Many
more trainees were hired than eventually
became flavorists. It was a highly competitive environment. The unsuccessful
trainees generally moved on to successful
careers in areas such as sales, where they
could put their training to good use. The
successful flavorists often became highly
successful, partly because of competitive
pressures and partly because the successful companies were able to expand
rapidly in the business environment.
Unfortunately, those highly successful
flavorists often dominated the industry
indeed, and it was hard for many in the
next generation to grow or shine in such
company.
The new generation of flavorists will
have to show the resilience to overcome
barriers to hiring and will also have to
train themselves to some extent, although
they will have an unparalleled opportu-
nity to shine in a world where they will
be more unique and sought-after than
ever before. This creates a big opportu-
nity for the new generation of flavorists.
The first generation of modern flavorists
are now heading toward retirement, and
good flavorists can increasingly name their
price. They will enjoy a new Golden Age.
