ler totalmente Predictive Purpose: Purpose and Value Organisations Miss (English Edition)

Nobody in the room had been asked to look further than the brief.

That is where Predictive Purpose starts: a technology investment, scoped carefully and approved on measures that were right for the problem the brief defined, and silent on everything the brief never asked. That silence isn't a failure. It is how the frame works – and Neil Catton has spent thirty years inside it, across policing, health, telecommunications, local government and beyond, watching organisations do exactly what they were asked to do and miss what else they could have been for.

The argument is a plain one: there is value your organisation is not counting, and it can be counted.

Chapter 6 shows the counting done before asking you to trust it. A UK local authority social care platform is mapped from the life of the person rather than the requirements of the brief, with every outcome traced to the investment that would deliver it. On figures sized for an authority of that kind rather than drawn from a client – the chapter is straight about that before it shows them – the wider value comes out close to the size of what the brief was written to capture. Roughly half of what the platform could reach had never been rejected. It had simply never been looked at. The figures are illustrative. The method is not, and the book asks you to run it on your own numbers.

By the end of the book you will be able to:

• Recognise the frame a brief draws before it closes, and see what it leaves outside it
• Ask what your organisation's existing capability could also be for, beyond the problem it was built to solve
• Make that wider value visible and countable, in language a decision-maker will act on rather than just believe in

Predictive Purpose is written for the decision-maker who holds the budget, and for the person beside them who saw the wider potential first, raised it once, and watched it get quietly absorbed. It carries three practical tools for your next investment case and a full worked example showing exactly how the counting is done.

The question underneath every chapter isn't whether your organisation could do more. It's whether you're willing to find out what that would be worth.

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