What happens when over 30 executives from large corporations, SMEs and the public sector come together to discuss the most pressing issues facing modern organisations? That is exactly what we experienced on 27 February 2026.<\/p>\n
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Specifically at this year\u2019s Celler Impulse \u2013 a series of events that, in keeping with a long-standing tradition and at regular yet irregular intervals, brings leading thinkers to Celle. This year, the event will take place in the sun-drenched and stylish setting of the Celler Prinzenpalais, made possible by our partner Unternehmer Celle.<\/p>\n
Two talks, two thought-provoking ideas, plenty of space for reflection, and an atmosphere that felt special right from the start: curious, open and simply in the flow.<\/p>\n
Thought-provoking question 1: AI creates jobs \u2013 but how do we get it right?<\/strong><\/h2>\nSobering figures, a useful invitation to reflect<\/strong><\/h3>\nProf. Dr Tobias K\u00e4mpf<\/a><\/strong> opened the day, and one of his assertions in particular caught everyone\u2019s attention: 95% of all AI projects fail, and even in the remaining 5%, the expected benefits are often not realised. Given the current euphoria surrounding the topic of AI, this initially felt like a bucket of cold water \u2013 and at the same time, a much-needed invitation to reflect.<\/p>\nIt is not technology that decides, but people<\/strong><\/h3>\nYet K\u00e4mpf\u2019s message focused not on failure, but on learning. As part of the \u2018Human Friendly AI\u2019 initiative, a comprehensive analysis was carried out to determine what distinguishes successful AI projects from those that have failed. The result is clear: success does not come from better tools, but from better organisational design, one that is primarily geared towards participation. 80% of the transformation takes place at the interface between people and the organisation \u2013 technology is secondary.<\/p>\n
![\"F\u00fchrungskr\u00e4fte](\"https:\/\/www.flow.de\/wp-content\/uploads\/2026\/03\/Celler-Impulse-2026-diskussion-1024x683.jpg\")
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The human issues behind digital transformation<\/strong><\/h3>\nWhat does this mean in practical terms? AI does not merely transform processes. It reshapes management models, skill requirements, decision-making structures and responsibilities. For companies, this raises very human questions: How can we foster acceptance among employees rather than creating uncertainty? Which existing tasks will remain, and what new ones will emerge? How do we deal with the paradox that it is precisely those whose tasks may well be taken over by AI in the future who are expected to feed AI with knowledge?<\/p>\n
The three pillars of success<\/strong><\/h3>\nAccording to K\u00e4mpf, successful organisations are built on three pillars: the transformation of the entire organisation, a values-driven approach, and the empowerment of employees. Anyone who views AI as merely a technological project is bound to fail. Those who, on the other hand, shape it as an organisational transformation process \u2013 in collaboration with the people who are to drive it forward \u2013 have a real chance of success.<\/p>\n
Thought-provoking question<\/strong> 2: Secrecy \u2013 the hidden architecture of organisations<\/strong><\/h2>\nEine These, die provoziert und \u00fcberzeugt<\/strong><\/h3>\nProf. Dr. Jana Costas<\/a><\/strong> took the stage with an opening statement that initially sounded provocative: Secrecy is fundamental to organizations and leadership. Not as a flaw, not as an exception, but as a structural principle.<\/p>\nSecrets as a Tool of Power<\/strong><\/h3>\nShe describes secrecy as the \u201chidden architecture\u201d of organizations: organizations create secrets, and secrets create organizations. This may sound philosophical, but it has very practical consequences. For leadership, this gives rise to specific mechanisms of power: secrets as a source of charisma and control, and as a tool for initiation. Those who know something are part of the in-group, and the deliberate withholding of information is certainly a means of exerting pressure.<\/p>\n
The tension between transparency and confidentiality<\/strong><\/h3>\nIn a business context in particular, this touches on sensitive areas such as strategic decisions, personnel measures, compliance issues, and internal investigations. A tension arises between transparency requirements, employee participation rights under labor law, whistleblower protection, and corporate confidentiality – a tension that will not resolve itself.<\/p>\n
Rethinking Confidentiality<\/strong><\/h3>\nThe presentation called for a nuanced view of the current trend toward greater transparency in organizations. Transparency has its value. However, confidentiality is not the opposite of good leadership; rather, it is an integral part of it. Leadership is demonstrated not only through decision-making but also through the responsible handling of both information and non-information. Those who ignore this only half-understand organizations.<\/p>\n
What remains<\/strong><\/h2>\nPrecise questions instead of simple answers<\/strong><\/h3>\nBoth presentations had one thing in common: they didn\u2019t offer simple answers, but rather precise questions\u2014and thus the tools to better understand, or even view differently, one\u2019s own organization.<\/p>\n
![\"Pausengespr\u00e4ch](\"https:\/\/www.flow.de\/wp-content\/uploads\/2026\/03\/Celler-Impulse-2026-networking-1024x683.jpg\")
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Networking that makes a difference<\/strong><\/h3>\nThe lively panel discussions demonstrated just how relevant the topics were. Conversations took place across industries and organizational levels. Knowledge and perspectives were shared. This is precisely the spirit that Celler Impulse embodies: well-founded insights, open discussions, and entrepreneurial clarity.<\/p>\n
Our heartfelt thanks go to Prof. Dr. Tobias K\u00e4mpf and Prof. Dr. Jana Costas for presentations that will continue to resonate long after the day is over. Thank you to all participants whose curiosity and openness made this day possible. And thank you to Unternehmer Celle for the warm and welcoming hospitality at the Prinzenpalais. You can get a brief glimpse of Celler Impulse 2026 in this video.<\/a><\/strong><\/p>\nBest regards<\/p>\n
Prof. Dr Tobias K\u00e4mpf<\/a><\/strong> opened the day, and one of his assertions in particular caught everyone\u2019s attention: 95% of all AI projects fail, and even in the remaining 5%, the expected benefits are often not realised. Given the current euphoria surrounding the topic of AI, this initially felt like a bucket of cold water \u2013 and at the same time, a much-needed invitation to reflect.<\/p>\n Yet K\u00e4mpf\u2019s message focused not on failure, but on learning. As part of the \u2018Human Friendly AI\u2019 initiative, a comprehensive analysis was carried out to determine what distinguishes successful AI projects from those that have failed. The result is clear: success does not come from better tools, but from better organisational design, one that is primarily geared towards participation. 80% of the transformation takes place at the interface between people and the organisation \u2013 technology is secondary.<\/p>\n What does this mean in practical terms? AI does not merely transform processes. It reshapes management models, skill requirements, decision-making structures and responsibilities. For companies, this raises very human questions: How can we foster acceptance among employees rather than creating uncertainty? Which existing tasks will remain, and what new ones will emerge? How do we deal with the paradox that it is precisely those whose tasks may well be taken over by AI in the future who are expected to feed AI with knowledge?<\/p>\n According to K\u00e4mpf, successful organisations are built on three pillars: the transformation of the entire organisation, a values-driven approach, and the empowerment of employees. Anyone who views AI as merely a technological project is bound to fail. Those who, on the other hand, shape it as an organisational transformation process \u2013 in collaboration with the people who are to drive it forward \u2013 have a real chance of success.<\/p>\n Prof. Dr. Jana Costas<\/a><\/strong> took the stage with an opening statement that initially sounded provocative: Secrecy is fundamental to organizations and leadership. Not as a flaw, not as an exception, but as a structural principle.<\/p>\n She describes secrecy as the \u201chidden architecture\u201d of organizations: organizations create secrets, and secrets create organizations. This may sound philosophical, but it has very practical consequences. For leadership, this gives rise to specific mechanisms of power: secrets as a source of charisma and control, and as a tool for initiation. Those who know something are part of the in-group, and the deliberate withholding of information is certainly a means of exerting pressure.<\/p>\n In a business context in particular, this touches on sensitive areas such as strategic decisions, personnel measures, compliance issues, and internal investigations. A tension arises between transparency requirements, employee participation rights under labor law, whistleblower protection, and corporate confidentiality – a tension that will not resolve itself.<\/p>\n The presentation called for a nuanced view of the current trend toward greater transparency in organizations. Transparency has its value. However, confidentiality is not the opposite of good leadership; rather, it is an integral part of it. Leadership is demonstrated not only through decision-making but also through the responsible handling of both information and non-information. Those who ignore this only half-understand organizations.<\/p>\n Both presentations had one thing in common: they didn\u2019t offer simple answers, but rather precise questions\u2014and thus the tools to better understand, or even view differently, one\u2019s own organization.<\/p>\n The lively panel discussions demonstrated just how relevant the topics were. Conversations took place across industries and organizational levels. Knowledge and perspectives were shared. This is precisely the spirit that Celler Impulse embodies: well-founded insights, open discussions, and entrepreneurial clarity.<\/p>\n Our heartfelt thanks go to Prof. Dr. Tobias K\u00e4mpf and Prof. Dr. Jana Costas for presentations that will continue to resonate long after the day is over. Thank you to all participants whose curiosity and openness made this day possible. And thank you to Unternehmer Celle for the warm and welcoming hospitality at the Prinzenpalais. You can get a brief glimpse of Celler Impulse 2026 in this video.<\/a><\/strong><\/p>\n Best regards<\/p>\nIt is not technology that decides, but people<\/strong><\/h3>\n
<\/p>\nThe human issues behind digital transformation<\/strong><\/h3>\n
The three pillars of success<\/strong><\/h3>\n
Thought-provoking question<\/strong> 2: Secrecy \u2013 the hidden architecture of organisations<\/strong><\/h2>\n
Eine These, die provoziert und \u00fcberzeugt<\/strong><\/h3>\n
Secrets as a Tool of Power<\/strong><\/h3>\n
The tension between transparency and confidentiality<\/strong><\/h3>\n
Rethinking Confidentiality<\/strong><\/h3>\n
What remains<\/strong><\/h2>\n
Precise questions instead of simple answers<\/strong><\/h3>\n
<\/p>\nNetworking that makes a difference<\/strong><\/h3>\n