There is a dangerous assumption embedded in the phrase "let's wait until we have clarity."
It sounds prudent. It sounds responsible. It is neither.
The market does not wait for your internal resolution. It prices your indecision in real time — not as a future risk, but as a present liability. Every day your organisation sits in the gap between knowing and deciding, the market adjusts its assessment of your governance quality.
Here is the mechanism: contradiction that leadership will not resolve becomes a tax on every subsequent decision. Capital allocators, counterparties, and talent all read the same signal — if you cannot resolve tension at the top, you cannot be trusted to execute under pressure.
The cost is not the delay itself. The cost is that the market prices the contradiction before you resolve it. You pay the penalty for the gap, not the resolution.
This is why "wait for clarity" is often the most expensive strategy on the table. Clarity is not found in waiting. It is manufactured by deciding. The act of choosing creates the conditions for clarity to emerge — not the other way around.
If your organisation is holding a decision open because the picture is not yet complete, recognise that the market has already priced the incompleteness. You are not preserving optionality. You are paying a premium for indecision.
The question is not whether you will resolve the contradiction. The question is whether you will resolve it before the market's price becomes irrecoverable.