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At Microsoft and IBM the forecast is monitored quite closely by executive leadership through the end of each quarter, and you better have a very good reason why something didn't close or why everything is in upside without a timeline. The numbers will speak much louder than any mid-quarter theater and reps are held accountable.
Accurate forecasts come with actual reality as in what is going to close because you made it easy for your prospects to move forward with ease and total confidence to move forward with no reservations or objections or caveats and that comes from being super knowledgeable on your products, service, industry, competition, aggressive yet profitable pricing. If you bullshit your forecasts because nothing has been made solid, then deals are less likely to materialize.
Genuinely curious if anyone works somewhere where the forecast process feels useful at the rep level.
Chief
I have sat in those meetings too. The best forecasting conversations I have seen focus on evidence and deal quality, not who can sound the most confident.