How to plan an annual company event people actually look forward to

The annual company event has a reputation problem. In theory: shared vision, culture moments, team energy. In practice: a keynote nobody remembers, a dinner with the people you already sit next to, and a survey asking if you enjoyed it. It doesn't have to be that way.

The problem with passive formats

Most company days are consumption events. People sit and receive — presentations, awards, announcements. The format optimises for control, not engagement. Engaged teams are doing something, not watching something.

What an active format looks like

Build the day around a challenge everyone participates in — a hackathon, a sprint, a 'fix this' session on a real problem. The challenge should be meaningful, not contrived, and the outputs should feed into something real. Some companies use the annual day to tackle their top strategic question of the year. The whole company contributes, and leadership takes the outputs seriously.

A format that works

• Morning: context-setting. Why are we here? What's the challenge?
• Midday: active work in cross-functional teams. Real challenge, real output.
• Afternoon: presentations, feedback, decisions.
• Evening: celebration of the work done.

What makes it memorable

Not the venue. Not the catering. The moment a team presents an idea that surprises leadership. The conversation that keeps going at dinner. The follow-up that happens on Monday. Design for those moments — and they happen.