Complex decisions often create a predictable response: ask for more data. Sometimes that is exactly right. Sometimes it delays a decision without changing it.
The practical question is not “Do we have all the information?” It is “What do we still not know that could change the choice?”
Start with the decision
Before commissioning more analysis, define the options on the table and the criteria that will determine the choice. That makes it easier to see which evidence is essential and which is merely interesting.
Separate facts, assumptions and judgments
Decision teams often mix these together. Writing them separately is simple and useful. Facts can be checked. Assumptions can be tested. Judgments can be debated openly.
Look for decision-changing evidence
If a new piece of research would not alter the preferred option under any reasonable result, it may not be worth waiting for. If one uncertain assumption could reverse the decision, that is where the next piece of work should go.
Set a stopping rule
Teams make better decisions when they agree in advance what “enough” looks like: the minimum evidence required, the uncertainties they can accept and the date by which a decision has to be made.
That keeps analysis in service of the decision rather than becoming an end in itself.