Preventive culture

Preventive culture
LPM® Early prevention is better than mitigation

Preventive culture is a corporate culture developed from decades of experience. It is based on the fact that companies and, of course, individual projects often find themselves in hopeless situations in an unnecessary way because the factors that announce themselves early on are not recognised or they are not given the right importance. In short, it is about ensuring resilience for a company.

This often wrong perception was also influenced by a wrongly understood quality management methodology. Many Q-theses focus on a company’s focus on a consistent “culture of error avoidance”. This can have serious consequences for companies if it is a question of a generalized implementation and no longer differentiates in which cases an error avoidance culture is indispensable and absolutely necessary, useful or even nonsensical.

Consequences (exemplary):

Loss of earnings due to hedging strategies

The employees in the companies as well as the preferred suppliers of the companies will come up with costly safeguarding mechanisms to avoid errors and suppliers will additionally try to secure themselves contractually.

Deceleration of innovations

Everyone knows that mistakes, especially in topics such as innovation and the rapid implementation of new ideas, make a valuable contribution to the efficient development of new projects based on evolution.


Once organizational security structures have been established in a company, they can only be transformed into a realignment over a longer period of time.

Ways out:

As mentioned at the beginning, it is about the early detection of possible deviations. For this it is necessary to know the own offer portfolio, as well as their embedding into the process landscape exactly. In the further steps the characteristic data recorded or recordable in the process phases are to be checked, which are suitable as key data for preventive analytical evaluations. The extent to which individual characteristic data are to be placed in relation to each other and whether weighting is also necessary must be considered. The possible evaluation scenarios and the cycles for an evaluation are then defined. If a significance was reached with the evaluations, it is checked whether preventive tendency statements for the following process steps are possible. If necessary, the systematics must be adapted again or the weighting must be recalibrated.


These forecast reports obtained in this way, supported by the financial and other maturity figures recorded in the process sections, open up possibilities for controlling intervention in order to be able to initiate early corrective measures. The useful side effect, the stress factor for all parties involved, is thus considerably reduced.

However, all this will only find acceptance in the company if the key figures in the company can be obtained automatically and additional manual entries are largely avoided.