Accepting and rejecting recommendations

Forest proposes. You decide. Every recommendation can be accepted or rejected, and that judgment stays with your team rather than the engine.

Accepting a recommendation marks it as work you intend to do. It stays in your active list and becomes a candidate for your roadmap. Rejecting one removes it from the working set and records that you considered it and chose not to act, which matters when an auditor or executive later asks why a known gap was left open.

Reject for good reasons, and the record will show them. A capability may be out of scope for this cycle, covered by a compensating control Forest does not see, or simply lower priority than the engine's math suggests given context only you hold. The deterministic priority is a strong default, not a mandate.

Rejecting a recommendation does not change your maturity scores or your Org Score. Those reflect the state of your program. Your decisions reflect what you plan to do about it.

Follow-through is part of the picture. Execution discipline is one of the four components of your Forest Score, so accepting recommendations and then acting on them is what moves that 15% over time. Accepting and never delivering tells its own story.

Accepted recommendations are the raw material for planning. Next, see turning recommendations into roadmap items.