"Leah Anderson, a senior executive at Land O'Lakes, has learned to make high-stakes calls even when the data is incomplete. It's a discipline that's become foundational to her leadership, especially as AI and digital tools accelerate the speed at which farmers and retailers must act. She says the biggest risk for decision-makers in this space isn't making the wrong call-it's getting stuck."
"She says the biggest risk for decision-makers in this space isn't making the wrong call-it's getting stuck. "You can get to the point of analysis paralysis," Anderson says. Instead, she focuses on whether additional data would actually change anything. Her rule of thumb: If more information won't alter the outcome, stop digging and make the call. "My guide here is, does getting more information and data change the decision, or does it just make you feel better about it?" she explains."
"But making decisions is only part of the job. Empowering others to make them is just as important. When asked what proportion of decisions she delegates versus those she makes herself, Anderson estimates a 90/10 split, with her team handling the vast majority. If every choice must flow upward, she says, something is broken. Her goal is to ensure people have both the authority and the accountability to lead."
Agriculture faces persistent uncertainty from weather, markets, pests, regulations, and rapid ag‑tech change, demanding decisions without perfect information. Decision-makers should avoid analysis paralysis by asking whether more data would change the outcome and stop gathering data when it would not. Distinguishing reversible (two-way) decisions from irreversible (one-way) decisions helps allocate analytical effort appropriately. Empowering teams through delegation, with clear authority and accountability, prevents bottlenecks and speeds action. AI and digital tools accelerate the pace of required decisions, increasing the value of practical frameworks for making timely, effective choices under uncertainty.
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