Why Would We Want Anything Other Than Predictability?
Isn’t striving for predictability in everything we do and deliver exactly what we should all want — so that the whole organisation can plan and execute as optimally as possible?
But predictability cannot be demanded into existence — it emerges as a consequence when everyone commits to honesty about capacity, constraints, and priorities.
If that honesty is missing and wishful thinking is accepted, overcommitment becomes the norm. When targets are set without understanding/honoring the actual capacity, teams say “yes” because they feel they have no alternative, and plans grow faster than the system can deliver.
In such an environment, predictability is not just absent — it’s impossible.
In the successful transformations I’ve seen, there was a shared choice to face reality:
- Estimates were presented and accepted as they were, even if they exposed uncomfortable limits.
- Saying “no” was treated as a sign of responsibility, not resistance.
- Priorities were reviewed when reality changed, rather than sticking to outdated assumptions.
- Decision-making was transparent and structured, focusing on what could actually be done now.
When this happens, predictability is just one of several benefits:
- Teams can work at a sustainable pace and keep improving.
- Leadership can make decisions based on reliable delivery data.
- Customers and stakeholders can trust the organisation’s commitments.
Predictability is not the goal itself — it’s the reward you get when the whole organisation chooses truth over optimism, and discipline over wishful thinking.
And to repeat the starting point – why would you want anything other than predictability from everyone so that everyone can plan their actions according to the most likely outcomes?
