Since joining Cargill over three years ago, Hartsock has spearheaded a sweeping digital transformation and organizational restructuring that better aligns technology operations with the complexity and mission of the business. One of her most impactful contributions has been reorganizing the technology team, shifting from an efficiency-focused outsourcing model to one that is product-oriented and proximity-driven.

Transforming IT to Accelerate Outcomes

Cargill’s former IT operating model was a remnant of its past as a holding company with more than 100 independent business units. While transitioning to a centralized model brought efficiencies, it often came at the cost of speed and clarity. “We were structured for efficiency of spend rather than proximity to our users,” Hartsock explained.

The updated model organizes technology teams into four key areas:

• Core services including infrastructure and cybersecurity
• Differentiated solutions tailored to individual business units (referred to internally as enterprises)
• Shared multi-stakeholder solutions called hubs
• A Strategy Governance team focused on alignment and coordination

“We discovered we became not only more effective but also more efficient,” she said of the shift. “Colleagues have noticed how differently we now engage.”

Creating Ownership and Accountability in a Product Model

Though enterprise-level tech leaders don’t officially hold the title of CIO, Hartsock’s direct reports function as de facto CIOs within their respective domains. “They lead their engineering talent and data teams,” she said. “They collaborate directly with business unit partners to make decisions.”

Proximity to business outcomes is central to the new structure. Decision-making around talent and capital allocation is placed in the hands of those closest to the action. “We want decisions made by those who live with the results,” Hartsock emphasized. This approach has led to faster iteration, clearer accountability, and stronger business alignment.

Data Governance With Purpose and Precision

Cargill has adopted a practical and evolving strategy for managing data across its diverse businesses. “We’ve spent considerable time identifying data domains where commonality is essential,” Hartsock noted. In some cases—like customer data—over-centralization has proven ineffective due to varying definitions and interactions across business units.

By determining which data should be centralized, shared across units, or governed regionally, Hartsock and her team have introduced flexibility into Cargill’s data framework. “We believe strong data platforms are crucial for informed decision-making,” she said. “That’s what we’re continuously working to achieve.”

Insourcing Talent to Deepen Capability and Commitment

When Hartsock joined Cargill in February 2022, 80% of the company’s digital and IT workforce was outsourced. Her goal is to flip that ratio, aiming for 60% insourced talent. “Even when outsourcing works well, it still divides focus,” she pointed out. “Bringing talent in-house allows us to do more, do it better, deliver faster, and ultimately reduce costs.”

Cargill has launched a global hiring initiative targeting engineers, cybersecurity professionals, data scientists, and application specialists. The company established a tech hub in Atlanta and is expanding its presence in Bangalore. “We surpassed last year’s target of hiring 300 people and plan to hire more than 500 this year,” Hartsock said. Once the transition concludes, the team will number between 5,000 and 6,000 members, with over 60% being Cargill employees.

Accelerating AI With Practical Application

Cargill’s AI strategy centers on four pillars:

• R&D innovation
• Enhancing customer experience
• Boosting productivity
• Supporting decision-making

“We see ourselves as mainstream adopters, though informal research suggests we’re ahead of many in that group,” Hartsock observed.

From aiding ERP modernization to extending food shelf life through predictive insights, AI adoption has moved beyond experimentation. “These tools are already in production,” she stressed. “They’re delivering real value.” A generative AI tool currently assists sales teams in recommending food ingredients to bakery clients based on detailed specifications.

To ensure tangible returns, her team closely tracks usage and impact. “If performance falls short of expectations, we either fix it or shut it down,” she stated. AI initiatives are tightly linked to measurable business outcomes.

Ethical Innovation With an Eye Toward the Future

Aligned with Cargill’s mission to nourish the world safely, responsibly, and sustainably, Hartsock champions responsible technology use. “If we can’t do something safely, responsibly, and sustainably, then we shouldn’t do it at all,” she declared. For now, the company maintains human oversight for all generative AI applications, while exploring the future potential of autonomous systems.

Through deliberate leadership, structural evolution, and grounded innovation, Hartsock is helping Cargill scale its impact with purpose at its core.

Peter High is President of Metis Strategy, a business and IT advisory firm. He is the author of three bestselling books, including his latest, Getting to Nimble. He also hosts the Technovation podcast series and speaks globally on business and technology leadership. Follow him on Twitter @PeterAHigh.

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