Starting point
An engineering firm grew from around 25 employees to more than 100 in five years. New customer locations meant people no longer all knew each other, and the constructive spirit of its founding years was less visible. The founder had sold the business to key leaders to preserve its independence.
Goals
Bring all 110 employees together, renew company spirit, strengthen constructive cooperation and agree shared values. The event also provided a fitting farewell to the founder, who had recently retired.
Process
- A large-group experiment, Cash is King, made the importance of cooperation tangible.
- Speed-dating discussions explored why people liked working there and what could improve.
- Small groups developed and prioritised cultural values.
- A panel discussion with the founder reflected on company history, crises and fortunate turning points.
- A shared dinner included performances by employees.
- A professional film team recorded the event for the future.
Results
Strong emotional moments deepened team cohesion. All 110 employees contributed to shared values for cooperation, and the founder received a memorable farewell.
