What if We’ve Been Doing it All Wrong?

I recently came across a quote from the immortal Mark Twain: “Whenever you find yourself on the side of the majority, it’s time to pause and reflect.” It’s a statement that’s been lingering in my mind, prompting me to examine areas of my professional life where I’ve simply gone along with established standards. One topic stood out more than any other: food trends.

Food trends are fundamentally fascinating in their lifecycle—from inception to growth, and finally, to ubiquity. They offer a window into what’s happening at the forefront of culinary innovation, providing an endless well of inspiration for product development, limited-time offers (LTOs), or the next big menu launch. But as valuable as they seem, there’s a growing sense that our obsession with trend spotting might be more about convenience than meaningful innovation. It’s an easy way to capture attention, distill complex cultural shifts into bite-sized concepts, and fuel a never-ending cycle of novelty.

But what if we’ve been doing it all wrong?

Throughout my career, I’ve sat through countless trend presentations from all the usual suspects. I respect the work they do, but I’ve noticed a troubling pattern: many chefs and industry professionals are using this information incorrectly. With an ever-expanding market full of competing brands, the drive for novelty, consumer engagement, and differentiation has never been stronger. And while understanding your core customer and brand identity is crucial, I often see LTOs and new offerings that stray far from a brand’s essence. We end up with products that customers never asked for—either too cautious to make a real impact or so disconnected from the brand’s identity that they fail, no matter how well executed.

The solution? Mission-driven development. Culinary teams need to be self-aware, self-motivated, and self-defining. Teams should live, breathe, and embody the brands they represent. Ideally, they’d be made up of people who would dine at these establishments and speak about them fondly even if they weren’t employed there. A clear, succinct mission should serve as the guiding light for every menu decision, allowing teams to ask: “Does this LTO or item align with our mission? Does it validate our purpose and resonate with our core audience?”

This might sound obvious, but ask yourself: Do all your chefs have a shared understanding of your culinary mission? If the answer is no, then perhaps it’s not as clear as it should be. In a high-stakes industry where chefs are entrusted with the reputation of major brands, it’s a valid concern that some may not have a deep emotional connection to their work. This disconnect can lead to uninspired development, wasted resources, and missed opportunities.

So here’s my challenge: walk into your kitchen tomorrow and ask your culinary team what their mission is. If they don’t all say the same thing, then there’s work to be done. My ask is simple: give your customers what they want. Data is valuable, trends are interesting, but genuine success lies in thinking critically, defining your path, and independently aligning your innovations with your customers’ needs and expectations.

Not every trend is right for every brand. Korean barbecue might not fit at a Midwest burger joint, and Italian sausage might be out of place at a Southern café. But if your customers are asking for it, then maybe it’s time to take a pause, reflect, and consider stepping away from the majority. Define your mission, connect with your customers, and create with purpose. That’s where the real opportunity lies.