In a world where change is the only constant, the ability to make fast decisions is a skill leaders must continuously develop. However, there is not always clarity or certainty about which path to take, and it becomes necessary to gather information about the market environment, competitors, customers, trends, and more.

Even when using Market and Competitive Intelligence (M&CI) analyses, the uncertainty and complexity of business environments often place decision-makers in situations where the available information is incomplete or imperfect.

Yet hesitation can be as harmful as making the wrong decision. Waiting for the perfect scenario to act can mean missing critical opportunities. In this context, decision-making agility is not just a competitive advantage, but a necessity.

One of leadership’s greatest challenges is balancing the search for reliable data with the urgency to act. In his bestseller Thinking, Fast and Slow, Daniel Kahneman explores how the human brain handles decisions under pressure. He points out that while detailed analysis is essential in some contexts, there are moments when fast thinking, based on experience and intuition, can be equally effective.

This idea is reinforced by Malcolm Gladwell in Blink: The Power of Thinking Without Thinking, which argues that quick decisions, when well grounded, can be as accurate as those made after long periods of reflection. For leaders, this means trusting both analysis and intuition, especially when time is critical.

But why is speed in decision-making so crucial? First, because the market does not wait. Competitors are constantly seeking to innovate and capture new opportunities. Second, because delaying a decision can generate hidden costs, such as loss of credibility with customers, partners, or investors.

In the startup world, the iterative approach is common. Decision-makers quickly test hypotheses and adjust strategies based on continuous feedback. This “learning by doing” mindset allows organizations to move forward even with limited information, turning uncertainty into an ally.

Link’s M&CI projects often adopt this approach, delivering partial outputs throughout the project lifecycle. This supports faster decision-making and helps companies and leaders more easily absorb insights and embed M&CI processes into their decision culture.

If you are a leader or manager, reflect: which decisions have you been postponing due to the lack of “perfect” information? Remember that, in many cases, the cost of not deciding outweighs the risk of making a mistake. By balancing analysis and intuition, trusting the available Market and Competitive Intelligence insights, and adopting an experimental mindset, you will be better prepared to face the challenges of a constantly changing world.