Rene Karras · 27 August 2026 · Field note

Every programme claims to have targets. Very few have a tolerance. A tolerance is a different document with a different job, and the difference shows up on the day a reading comes back bad.
A target says what good looks like. A tolerance says what happens when the reading is not good, who does it, and by when. Marketing plans routinely carry the first and skip the second, which is why a bad month produces a meeting rather than an action.
The test is simple. Read the plan and find the sentence naming the person who acts when a specific figure falls outside a specific band. If that sentence is absent, the plan has targets and no tolerance.
A tolerance line is short. Four fields, written before any reading exists.
Write the band and the person before the first reading exists
Two failures from our own programmes, both of them in the design rather than the execution.
The first was a tolerance with a ceiling and no floor on cost per qualified opportunity. The figure came in far below the band for two months and everybody congratulated everybody. The cause was a qualification step passing people it should have flagged, so the denominator was inflated and the cost looked excellent. A floor would have caught it in week three instead of month three.
The second was a tolerance whose breach action read investigate the drop. Nobody can be made accountable for investigating. The line was rewritten to pause the lowest performing source and re-run the segment through a false positive hunt, which is a thing a named person either did or did not do by a date.
Inside the specification, agreed at the start, and reread at the quarterly review rather than at the moment of breach. A tolerance opened for the first time on the day a figure goes bad will be renegotiated, because everybody in the room now knows the answer and can see which edge is inconvenient.