Business Prevention. Such a little trendy consulting theme that nowadays everybody seems to have an opinion about. The magazines and blogs are full of noncommittal chatter about the topic. But just try to discuss tangible action. Then suddenly nobody is around anymore. So I count myself lucky for having the opportunity to talk to a project leader that actually has been involved in business prevention in practice.

We meet in the lobby of the head offices of a big, global organisation. There, the first step of a radical transformation programme has just been finalised. “Nobody likes change” declares the project leader. His thoughts seem to wander off to the exit, where he just now hastily has consumed 3 cigarettes. “But in these times, denial was no longer an option. The organisation was hopelessly fragmented. Countless departments, all dedicatedly focused on their own area. Totally blind to what surrounded them. Often, people did not even realise that they were actually involved in business prevention. Let alone that they joined forces with others”.

He gives me a few examples. “Take for instance the Legal department. They are practicing business prevention both on the supply and demand side, would you believe. Trying to cover the full 100% of legal contingencies can effectively block any proposal to the client for months. Or even completely stop it. And in the same way, you can tighten the screws on your suppliers so much that nobody dares to do business with you anymore”. He contemplates the thought for a few seconds. “And I have not even mentioned patents yet. A fascinating world in which complete departments are busying each other for years without ever making one single dime of revenue. Expect of course for their own salaries.”