TAP TAP GO
Name the purpose of the number
State whether a figure is a target, scenario, forecast, commitment or observed result. A target can motivate a team even when the supporting operating plan is incomplete. A forecast needs a more explicit connection to capacity, conversion, timing and available resources.
Show the gap to the target
Compare the ambition with the current operating model. Identify the additional partners, customer demand or productivity required to reach it. This makes the target useful as a strategy question instead of allowing it to replace the difficult work of planning.
Update without rewriting history
Keep prior versions so reviewers can see how expectations changed as evidence improved. Explain changes in assumptions and scope. Revising a forecast is not inherently a failure; concealing the difference between an earlier ambition and current evidence is more damaging to decision quality. Use separate columns for the management target and the current operating estimate when both are important. This lets the team discuss the ambition openly while preserving an evidence-based view of what current resources and conversion assumptions would produce.
Illustrative operating example
A hypothetical target of 25,000 cards in a territory is not the same as a forecast based on five sellers closing 20 cards monthly. The current sales model yields 100 cards per month, making the scale-up requirement visible.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
