These kinds of gatherings have a long tradition for us. We are convinced that an organisation needs not only the routine of everyday business, but also extraordinary highlights that create connection. We already came together with many employees for our 10th and 20th anniversaries – and that spirit still carries us today. The 30th anniversary was a special moment, which we wanted to celebrate not only internally this time, but also with clients and partners. Around 1,000 employees from across Europe joined us, complemented by dedicated summits held by our teams in Asia and the Americas.

The core idea is the same every year: enabling exchange, creating serendipity, building closeness. From a professional perspective, this happens in our "Practices" – a kind of internal specialist conference with strategic outlooks, interactive formats, feedback loops, and joint reflection on the future. But the personal encounters beyond the formal content are at least just as important.

This impact became particularly visible during the anniversary evening: looking back on 30 years of company history, the founder's very personal words, the tangible emotion in the room – all of this revealed how strongly this organisation has grown together through relationships. The joy, the conversations, the celebrating together: these moments create a sense of belonging that cannot be mandated.

The "unplanned" moments are equally decisive – waiting for the bus, hiking together, arriving at the summit drenched in sweat. That is where genuine closeness emerges. In those moments, no one is an abstract CEO; everyone is simply a person among people.

Even the intentional sharing of rooms – partly for cost reasons, partly as a social experience – fostered proximity and new relationships. Of course, the organisational effort is enormous, and planning takes more than a year. But this is precisely where the return on investment becomes clear: openness in collaboration grows, trust deepens, and new ideas emerge.

Our culture – shaped by directness, openness to mistakes, reliability, and mutual respect – is sustained by exactly these experiences. This "Power of Orange," as we call it, is the glue that holds our organisation together.

Yes, absolutely. This is a fundamental element of our culture.

These special moments do not arise only during major anniversaries, but also in the small things: grilling together at the Christmas market in the courtyard, setting up and taking down after events, or when everyone spontaneously lends a hand. These are situations in which hierarchies fade into the background and people meet one another simply as human beings.

This intentionally cultivated humanity has an impact that far outlasts the moment itself. It builds trust that carries us especially through demanding project situations – when decisions must be made quickly, when people rely on one another, and when support is essential.

New employees sense this culture very quickly and are almost pulled into this reciprocal environment of giving and receiving.

Many of our current leaders have been part of the organisation for a long time and have helped shape this spirit from the beginning. They are very different personalities, but they share a clear, common understanding of how collaboration should work here. This deeply rooted cultural foundation carries a great deal on its own.

As we grow, new leaders join – and here we combine systematic evaluation with a clear stance. We use scientifically grounded potential assessments, but we pay particular attention to social competence, values, and personal attitude. In the final interviews, we communicate very openly what we stand for and that technical excellence alone is not sufficient if the human fit is not right.

Our culture is not something that gets copied; it is something that is primarily lived. Through deliberate selection, clear principles, and daily example, we ensure that our values are carried forward authentically.

We aim to address conflicts directly, openly, and at an early stage. We avoid postponing issues, because they rarely become smaller over time – they usually just become more complex. It is important to us to articulate expectations clearly, lay different perspectives openly on the table, and talk with one another rather than about one another.

Tone makes the difference: criticism should be clarifying, respectful, and constructive. To strengthen this feedback culture, we established formal mechanisms early on – such as regular feedback cycles and even 360-degree formats. But the overarching goal is always for open feedback to become second nature in everyday work.

New employees are introduced to this mindset right from the start: any topic can and should be addressed – transparently, respectfully, and with a focus on solutions.

There are also situations in which paths diverge because future directions no longer align. We do not see that as personal failure, but rather as differing views of the future. What matters is making such decisions openly, fairly, and with clear rationale.

We consciously rely on explaining rather than instructing. Even when it is uncomfortable, clarity, transparency, and visibly working together toward good solutions build acceptance and trust.

To ensure this mindset does not emerge by chance, we regularly work through real cases from day-to-day operations within our leadership teams. Using real conflict situations, we reflect together on what the \"Power of Orange\" truly means in practice.

This ensures that our approach to conflict is not merely reactive, but intentionally and proactively shaped.

What helps me most is routine. Every morning, I start with a short workout – a mix of yoga and physiotherapy. It is my fixed anchor that recentres me, even on very early travel days. This morning routine gives me stability and focus. On Sunday mornings, I've also established a run before breakfast as dedicated quiet time just for myself.

At the same time, I have accepted that I cannot be in deep exchange with everyone all the time. Instead, I draw energy from small, genuine interactions throughout the day: a smile in the hallway, a quick greeting, a nod – small moments that do good for me and for others, without always turning into lengthy conversations.

We also deliberately use formats that encourage spontaneous encounters, such as virtual coffee dates assigned randomly. This brings me into regular conversation with colleagues I would otherwise never meet. This diversity – the different personalities and paths – inspires me a great deal.

Yes, absolutely. Real encounters are my strongest source of energy. Even in substantive discussions, new momentum emerges through the interplay of ideas – one thought leads to the next, and together you move things forward. That gives me an enormous amount in return and is ultimately what makes the intensity of the work sustainable. A schedule full of back-to-back appointments without real exchange can of course be tiring. But wherever real interaction takes place, where ideas start to flow, where something is created together – that is precisely where energy arises for me.

Optimism, to me, is both a fundamental attitude and a conscious choice.

I try to focus less on blame or the past, and more on underlying causes and, above all, on opportunities.

I draw a great deal of optimism from the younger generation. Contrary to all clichés, I encounter young people who are incredibly committed, thoughtful, and socially strong. They bring expertise, technological capability, and pronounced social skills – a combination that is essential for the future of consulting and transformation.

Those who remain optimistic preserve their ability to shape things. For me, that is the only real alternative to stagnation.