Despite its impressive achievements, the Israeli traditional industries, the established sectors of the economy, remain behind the scenes, lacking the spotlight or media buzz that hi-tech and cyber sectors command, even though their impact on the economy and society is nothing short of vital. Traditional industries nevertheless certainly possess strengths that we are obligated to reinforce, develop, and secure for the next generation.

Traditional industries are one of the key engines of growth in the Israeli economy. They foster our economic resilience, employs hundreds of thousands of families, and strengthen Israel’s connection to the world through its exports to hundreds of countries.

Today, we stand at a critical crossroads.

Traditional industries employ hundreds of thousands of workers and stabilize the economy even in times of crisis, yet the active search for talent, along with investment in their development are not progressing at the required pace.

This means that the next generation of managers – those who will sit at decision-making tables and continue to grow their companies and their people – is not being systematically cultivated.

The central challenge for industry leaders is not day-to-day management, but rather long-term vision. We must lift our gaze, look 10 years ahead, and build the bench today for the next generation of managers, those who will be ready and prepared to lead and step onto the field at the critical moment.

True leadership is not measured only in the present; it is also judged by the ability to leave a legacy and to build leadership that reflects all the facets of Israeli society; bold, innovative leadership that realizes the full potential of Israel’s talented youth.

A vital part of building the next generation is adopting and implementing designated management reserve programs.

Those who carefully select leadership potential at early stages construct a clear development path with defined goals and success metrics, provide targeted training in updated managerial skills, and allow broad organizational experience – from the production floor to the boardroom.

The aim is not merely to prepare the next leaders for their immediate role, but to equip them for the challenges they will face in five, 10, and even 20 years – in business, technological, and social landscapes entirely different from those of today.

As part of a strategic approach to talent development, companies must systematically invest in identifying and nurturing internal potential. These are the individuals who both contribute significantly to the organization and have the capacity to elevate it to new heights.

Companies that fail to prioritize the development of next-generation talent may find, within a few years, that leadership gaps hinder growth, limit innovation, and reduce competitiveness in the global arena.

Building a leadership pipeline is not a one-time initiative; it is a deep, long-term process that requires commitment, consistency, and a forward-looking mindset.

Equally important is the strategic identification of high-potential talent outside of the organization. This complements efforts to maximize the capabilities of the existing workforce. Young professionals who bring to the table strong technical and operational skills and a spark of leadership combined with creative thinking and the desire to shoulder responsibility can become transformative leaders – given the right tools and environment.

It is the responsibility of companies to identify these individuals early and to create structured, professional pathways that allow them to fully realize their potential. Targeted training programs, professional mentorship, and exposure to diverse aspects of the organization are key to turning these talents into true engines of growth.

AT KETER GROUP, we understand that managerial innovation is a precondition for business innovation. To that end, we have developed the managerial reserve program B-Vision, offering a unique combination of theoretical training in areas such as innovative thinking, personal mentoring, and practical work, all within a global industrial enterprise. 

The direct link between investing in people and business outcomes has proven itself. We see significant results in numbers, with 28% of our sales coming from new products.

We have registered nearly 2,300 patents in design and product development.

This is not luck. It is the outcome of an organizational culture that integrates technological innovation with managerial innovation. Product divisions that continued to invest in both innovation and people were among the fastest-growing.

Traditional industries in Israel are vibrant, innovative, and diverse. While they may not be in the spotlight, their contribution to the Israeli economy, along with its economic security, social resilience, and national strength, is immense. These are industries that employ hundreds of thousands of people across the country, revitalize underdeveloped regions, promote social mobility, and bridge the gap between the center and the periphery. It creates economic, social, and ethical value. And none of this can be taken for granted.

The future of Israeli industry will not be determined solely by production lines, machinery, or operational efficiency, but first and foremost by the quality of the leadership that stands at its helm.

The next generation of leaders will not emerge by chance. It will grow only if we invest in people, in development paths, and in an organizational culture that prioritizes growth and learning.

The responsibility is ours, and the time to act is now, identifying talent, nurturing potential, and laying the foundations today for the successes of tomorrow.

Only thus can we ensure that, 20 years from now, strong, courageous, and visionary leaders will be steering traditional industries, transforming them into sources of national pride and true global economic forces.

The writer is CEO of Keter Group.