The climate debate is still missing food

Published on August 25, 2026

I hope you were all able to enjoy a nice summer break. For today, I had initially planned a simple summary of the deals and FoodTech news that had accumulated over the summer. But I also want to share some thoughts on the weeks of heatwaves, droughts and wildfires that spread across Europe. This summer, the hottest on record in Europe, should also be looked at in relation to a strengthening El Niño, which now has a 69% chance of being of historic proportions in the coming months.

What this summer exposed is a double failure: we are still not preparing the food system for a hotter climate, and we are still reluctant to confront how much it contributes to that climate.

 

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What surprises me most, honestly, is how little serious discussion there is about the lack of adaptation of our agriculture and food systems. There are hundreds of articles about the lack of preparedness for wildfire risk, about crumbling infrastructure, or cities unprepared for 40°C days. But when it comes to food and agriculture, the coverage stays strangely superficial. Even more striking: when food and agriculture are part of the conversation, it’s almost always as a victim, rarely as a source of problems serious enough to deserve the same policy urgency as transportation, energy production, or construction.

For years, the climate debate around food has focused mainly on reducing emissions. This remains essential, but adaptation now deserves the same urgency.

The consequences of extreme heat, droughts, or floods are no longer limited to charts showing potential yield losses several decades from now. They are already affecting which types of food can be grown and where. Beyond plants, this affects livestock as well. In France alone, up to three million broiler chickens may have died during the late-June heatwave. Dairy farmers across Europe reported falling milk production as cows struggled with heat stress.

Livestock is a great example of the limits of simplistic answers. Controlled indoor systems can protect animals from some extreme weather conditions, but when cooling systems fail, the outcome is catastrophic. On the other hand, extensive farming may offer animals more space, but they are often more directly exposed to extreme heat and water scarcity (as in Switzerland, where water was airlifted with military helicopters for cows). In this case, as in others, we now need to put aside ideology to determine which systems can remain viable in a hotter climate while improving animal welfare and reducing emissions.

Adaptation is not a lost cause, far from it. There are plenty of solutions; I like to think of them as three buckets:

  • Low-tech improvements, from ventilation to better water management.
  • AgTech and FoodTech solutions, including heat-tolerant breeds and more resilient crops, water management leveraging AI, robotics, and protein alternatives.
  • Structural and cultural changes, from switching to new crops to facing the debate of reducing animal product consumption.

The problem is therefore not a lack of solutions. It is our preference for those that leave the current system largely untouched, and especially our refusal to move forward on those that would require changes in production and consumption.

As climate targets become harder to reach, companies and governments may be tempted to redirect attention and resources away from reducing emissions and towards protecting existing production systems. Adaptation could become the latest justification for postponing difficult decisions. That would be a mistake.

The food system is on the frontline of climate change, but it is not only a victim. According to the latest FAO data, agrifood systems generated 32% of global anthropogenic greenhouse gas emissions in 2023. Livestock was the largest single component.

Agriculture and food players, from farmers to industry leaders, must accept two realities: they are among the first victims of climate change… but they are also one of its main contributors. They cannot wait for other sectors to decarbonise while treating changes to agricultural production and diets as politically untouchable.

Mitigation without adaptation leaves the food system exposed. Adaptation without mitigation only buys time. Doing one without the other is not a strategy; it is simply postponing the problem.

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Use case: project for a global F&B company looking to map its AgTech innovation ecosystem and the best startups to partner with

What we did:

  • Mapping of the AgTech ecosystem: startups, research regulators, and other leading companies.
  • Discussion to select areas to focus on.
  • Analysis of the information to reveal the trends and a model to analyse eventual partners.
  • A workshop to validate the opportunities based on our recommendations.
  • Scouting of relevant partners followed by introductions.

Results:

  • Mapping the different categories of innovations in AgTech that should be considered now to create long-term benefits for the business.
  • Identification of key partners (an incubator and a couple of startups).

Use case: project for a CPG company on the healthy ageing ecosystem

What we did:

  • Education of the board through a couple of workshops to define the perimeter
  • Identification of key opportunities and threats created by long-term evolutions (technologies, business models, behavioural changes).
  • Deep dives on each of the priority categories.
  • Co-construction of a vision on how the company should address these challenges.
  • Identification of partners (startups, incubators, funds) to move forward.

Results:

  • Creating a consensus on which categories to prioritise and how to address them.
  • Implementation of an open innovation strategy through the development of partnerships.

Use case: project for a global CPG company to develop a strategy on the healthy ageing ecosystem

What we do (ongoing mission on a subscription model):

  • Kick-off where we present an overview of the AgriFoodTech ecosystem to select with the client the categories to cover and for each, the level of information required.
  • Monthly newsletter: each month we send a newsletter with the articles that we have gathered ranked by relevance, their summaries, and a layer of analysis.
  • Database: we set up a personalised database that will be filled month after month with the information gathered on the companies identified for the watch.
  • Workshops: twice a year with the client’s innovation team and other “innovation curious” team members, we present an overview of the evolutions, key trends and a dashboard of the topics followed by the watch.

Results:

  • A clear, regular and evolutive tool to follow what is happening in terms of innovation on key topics.
  • A forum (through the workshops) to discuss innovation trends and new opportunities.

Use case: opportunity screening for an ingredient company

What we did:

  • Kick-off to define the perimeter of the ecosystem studied.
  • Mapping of the different trends shaping the innovation ecosystem of the client.
  • Analysis of the trends on DigitalFoodLab’s trend curve and other relevant frameworks.
  • Workshop to discuss DigitalFoodLab’s recommendations on key trends to prioritise

Results:

  • Shared view of the innovation ecosystem for the client with a view of the trends to prioritize.
  • Clear document (personalised trend curve) that can be easily shared internaly to explain the company’s innovation choices and which can be then updated each year.

Use case: scouting for an agriculture coop

What we did:

  • Kick-off to define the perimeter of the client, the goals of the scouting (partnerships) and the criteria on which startups should be evaluated.
  • Set-up scouting: we selected the first batch of 20+ key startups following the criteria of the client.
  • On-going scouting: then we set up a quarterly scouting of about ten startups.
  • For each scouted startup, we created an ID card with key information such as the business and technological maturity, funding, and corporate partnerships. We also added an explanation of why we selected this startup.

Results:

  • An ongoing and evolutive scouting are matching the client's criteria and its capabilities in terms of deal flow.

Use case: working on an acquisition process for a CPG company

What we did:

  • Kick-off to define what the client is seeking, notably in terms of maturity.
  • Workshop with the client based on a mapping of the different innovation ecosystems adjacent to its activities to select some priorities and discuss inspiring examples of startup acquisition stories.
  • Identification of 20+ targets.
  • Workshop to select the most relevant to engage with.
  • DigitalFoodLab worked as a sparing partner during the acquisition process, notably to help design how the acquired startup could be integrated into the overall company’s strategy.

Results:

  • Different results from traditional M&A processes with a focus on the client’s innovation strategy.
  • Identification of a good match for an acquisition.

Use case: market due diligence on sugar alternatives

What we did:

  • Kick-off with the client to discuss its interest on this category, its expectations and existing level of information (notably on the target company).
  • Mapping of the ecosystem to analyse the different existing alternatives and technologies to compare them.
  • Interview (calls) with relevant startups made by our internal biotechnology expert.
  • Recommendation on whether to invest or not.

Results:

  • Clear view of the ecosystem and of the reasons to believe (or not) in each sub-category.
  • Enforceable recommendations based on facts and expertise.