The following text is adapted from my presentation at the Euroseeds Congress, where I spoke about how companies can make confident decisions in a world defined by uncertainty. What follows isn’t a formal paper, but a reflection of the ideas I shared on stage about leadership, intelligence, and the power of acting decisively when the path ahead isn’t clear.
We live in a world that’s constantly changing, and not in small ways. Regulations shift, climates fluctuate, trade patterns reshape overnight, and technology keeps rewriting the rules.
But uncertainty isn’t new. It’s just faster and louder than ever before. And the truth is, uncertainty doesn’t have to paralyze you. It can sharpen you.
For the past sixteen years, I’ve worked with leaders across the food ecosystem, from producers to retailers, helping them make better decisions. What I’ve seen time and again is that the companies that thrive are not the ones with perfect information. They’re the ones that know how to act when things aren’t clear.
The world is VUCA — and that’s not going away
Volatility. Uncertainty. Complexity. Ambiguity.
We all know the acronym, but lately, it feels like it’s been turned up to max volume.
- Volatility: Growing conditions change overnight.
- Uncertainty: Tariffs and trade routes shift with politics.
- Complexity: Every country adds another layer of regulation.
- Ambiguity: Technology keeps rewriting the rules of the game.
It’s chaotic, yes, but it’s also full of opportunity. The question isn’t how to avoid uncertainty. It’s how to make decisions through it.
Perfect plans no longer work
For decades, businesses could rely on predictability. You could forecast, plan five years ahead, and execute step by step. But that world doesn’t exist anymore.
Today, decision speed matters more than decision perfection. You don’t need to be 100 percent right. You need to be confident enough to act when you’re seventy percent sure. Because making the right call too late is still the wrong call
That’s where many leadership teams struggle. They wait for clarity before they move. But in this environment, waiting for certainty is often what makes you miss the moment.
Our biggest challenge is human nature
Let’s be honest: we’re wired to focus on threats, not opportunities. We see the cobra in the room and forget about the puppies; or, I might say, the potential growth paths sitting right in front of us.
We also tend to delay dealing with the obvious. That’s how the “grey rhino” happens: the danger we can all see charging toward us, but that we somehow keep ignoring.
It’s not that leaders don’t notice what’s coming. It’s that the noise of the present always drowns out the signal of the future.
But here’s the thing: waiting is also a decision. And it’s usually the most expensive one.
Market Intelligence deserves a seat at the table
Too often, companies treat Market Intelligence like a side project. It's seen as a couple of analysts running reports when someone asks for them. But that’s not intelligence. That’s firefighting.
Real intelligence isn’t about answering today’s questions. It’s about shaping tomorrow’s conversations. It helps a business move from reactive to proactive, from explaining what happened to anticipating what’s next.
That’s why every company needs a proper intelligence function, with structure, resources, and a direct line to decision-makers. If you want to act with confidence, you need facts and context in the same room as intuition and experience.
That’s when things start to change.
Clarity creates confidence
When leaders have access to the right insights—clear, connected, and contextual—everything shifts. Suddenly, you’re not guessing anymore. You’re choosing.
You stop chasing data and start shaping strategy. You move faster, but with purpose. You lead the market instead of reacting to it.
Because in the end, this isn’t about certainty. It’s about confidence. The world will always be uncertain, but your decisions don’t have to feel that way.
A final thought
If I could leave you with one message, it’s this: stop waiting for the world to stabilize before you act. It won’t.
The pace of change isn’t slowing down, but that’s not bad news. It’s your advantage. The companies that learn to navigate uncertainty don’t just survive it: they use it to grow.
So the real question isn’t “Can we predict the future?”
It’s “Are we ready to move before it arrives?”
