Summary

Following publication of our first study back in 2024, this follow-up edition offers up-to-date insights on what matters to younger talent within and beyond the European retail and consumer goods industry, against the backdrop of a rapidly evolving AI landscape. In addition to key insights, this report provides practical recommendations, evidence-based solutions, and an industry case study featuring impactful work at Lidl Bulgaria over the last 12 months. A must read for any organisation striving to shape a more inclusive and future-ready workplace for all.

Key Findings

As AI and digital transformation reshape the way work gets done, NextGen talent is expected to adapt at speed within organisations who are not ready or equipping them to succeed. The report findings are structured around 3 key themes: 

• Growth: The Invisible Runway. In Consumer Goods and Retail, 92% of NextGens say they want to grow their careers. Yet 35% of young talent say they are not exposed to visible assignments, 30% do not feel seen by senior leaders, and 27% feel they are viewed as less capable of leadership due to age or inexperience.  

• Fit: The Culture Gap. 36% of NextGens working in the industry report that their organisation is not yet fit for young talent, vs only 24% reported by young talent working in other sectors. Yet they are clear about what’s needed; structural fixes including rotational opportunities and a flexible work environment. 

• Readiness: The AI Deficit.  55% of NextGens working in Consumer Goods and Retail feel their employers are behind with AI and rate their organisations as poorly equipped to support them. Furthermore, 66% of the industry’s future leaders report feeling ill-equipped to integrate AI into their roles. Yet they know exactly what’s needed for translating technological change into performance – citing dedicated time to experiment with new AI tools and opportunities to hone upskill in key areas such as machine learning basics, data analysis and digital project management.  

 

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Conducted by: LEAD Network in partnership with Gradus and the LEAD Network NextGen Chapter 

Contributors:  

• Sarah McGowan Strategic Research & Learning Advisor, LEAD Network  
• Jodeine Wheatcroft, Learning & Research Consultant, LEAD Network 
• Special thanks to Lidl Bulgaria for sharing their inspiring case study 

Methodology and Sample Size

This study was designed to amplify the voice of NextGen talent and provide a clear, evidence-based view of their experiences, expectations, and barriers to growth within Consumer Goods and Retail, comparing this data with the experience of NextGens outside of our industry to provide more richness.  Insights were gathered through a self-administered survey, delivered via mobile application and web link, enabling participants to share their perspectives in a direct, accessible, and anonymous way. The research combines the lived experiences of LEAD Network members with external benchmarks, ensuring the findings reflect both the reality within the industry and how it compares more broadly.  

The internal sample includes 146 LEAD Network members aged 25–35, representing the next generation of talent across the industry, complemented by an external sample of 500 professionals across five European markets (UK, Germany, the Netherlands, France and Italy) from diverse industries like Hospitality, Agriculture, IT/Technology, Consulting, Pharma, Financial Services, Construction & Real Estate. While the benchmark includes a broad mix of industries, IT/Technology represents the largest share of respondents, but not the majority. 

Data for the external audience was collected in October of 2025, while the internal fieldwork was conducted between September and November 2025. Together, this approach ensures the findings are not only robust and comparable but anchored in LEAD Network’s vision of creating workplaces where everyone can grow and contribute, and where organisations thrive.