Free diagnostic
Sales Forecast Trust Diagnostic.
Score the operating system feeding the forecast. Use 0 for absent, 1 for inconsistent and 2 for defined and routinely followed.
No form, account or email address is required. This diagnostic does not predict revenue or guarantee forecast accuracy.
| Area | Diagnostic statement | Score | Evidence or repair note |
|---|---|---|---|
| Purpose and definitions | 1. Leaders agree which decisions the forecast must support. | 0 / 1 / 2 | |
| 2. Opportunity stages have plain-language entry and exit rules. | 0 / 1 / 2 | ||
| 3. Forecast categories mean the same thing across teams and managers. | 0 / 1 / 2 | ||
| 4. Aging, pushed dates and exception conditions have approved definitions. | 0 / 1 / 2 | ||
| Customer evidence | 5. Stage movement requires observable customer evidence. | 0 / 1 / 2 | |
| 6. Commercial, security, legal and implementation dependencies are visible. | 0 / 1 / 2 | ||
| 7. Close dates reflect a customer event, not only a seller estimate. | 0 / 1 / 2 | ||
| 8. Missing evidence triggers a defined response before forecast review. | 0 / 1 / 2 | ||
| Judgment and overrides | 9. Manager judgment follows shared questions and assumptions. | 0 / 1 / 2 | |
| 10. Overrides preserve the reason, evidence and decision owner. | 0 / 1 / 2 | ||
| 11. Uncertainty is stated explicitly rather than hidden in one number. | 0 / 1 / 2 | ||
| 12. Similar opportunities receive similar treatment across managers. | 0 / 1 / 2 | ||
| System behavior | 13. Required CRM fields map to real operating events. | 0 / 1 / 2 | |
| 14. Stage, amount, category and close-date changes remain traceable. | 0 / 1 / 2 | ||
| 15. Repeated data defects have an owner and repair path. | 0 / 1 / 2 | ||
| 16. Finance and delivery can use the view without rebuilding it. | 0 / 1 / 2 | ||
| Management action | 17. Forecast thresholds trigger named management actions. | 0 / 1 / 2 | |
| 18. Delivery capacity and customer commitments affect forecast decisions on time. | 0 / 1 / 2 | ||
| 19. Review meetings record decisions, owners and due dates. | 0 / 1 / 2 | ||
| 20. The team reviews misses and overrides to improve the system. | 0 / 1 / 2 |
Interpret the total
Add the 20 scores for a maximum of 40.
0 to 10Uncontrolled. The number has weak shared foundations.
11 to 20Fragile. Parts exist, but inconsistent use limits trust.
21 to 30Usable. Targeted repairs can strengthen explainability.
31 to 40Strong. Keep monitoring exceptions and action completion.
Use the lowest-scoring section to choose the first repair. A high score indicates stronger operating discipline, not certainty about future revenue.
Next step
Move from the score to one observable repair.
Read why forecasts lose trust, review the unreliable forecast problem pathway, or see the sales forecasting system service.