"Courage to Lose Control" - TV Celebrity Chef Alexander Herrmann on Entrepreneurship and Worlds of Pleasure
Interview with Alexander Herrmann, Managing Director of AHa-Effekt GmbH
He not only cooks at a Michelin-star level, he also thinks in that way: Michelin-star chef Alexander Herrmann discusses entrepreneurship in general and the AHa-Effekt GmbH in particular, about responsibility and error culture, and about why pleasure is always a reflection of society as well. A conversation about management, courage, team spirit and the art of letting go.
Wirtschaftsforum: Mr. Herrmann, when you look back at the development of your company, what steps were crucial and how has your leadership style evolved?
Alexander Herrmann: Two things were indispensable from the beginning: finding the right people and trusting them. Without individuals who share the same heartbeat, it does not work. Moreover, one must have the courage to lose control – a business owner must not constantly cling to their own ego. Letting go leads to gains. Mistakes are part of it. They are inevitable and part of success. Anyone who thinks they can go through the day without mistakes is wrong – even inaction is a mistake. The key is to find solutions and to share responsibility. Early on, I learned that I grow larger when I can delegate. Today, I do not work in the business, but on the business. This has been particularly helpful during crisis times – for example, during Corona, when my team independently developed ideas that have opened up new business areas for us.
Wirtschaftsforum: How does this attitude shape your approach to mistakes and responsibility?
Alexander Herrmann: For me, error culture is actually a culture of solutions. We are doers. It's not about avoiding mistakes, but about developing solutions. Mindset is everything. When employees are not afraid of making mistakes, ideas and innovation emerge. I often tell my people, 'Just try it.' If it works, they grow; if not, we all learn something. This creates pride, motivation, and cohesion. It's like children walking to school alone for the first time – that moment of trust is crucial. Only those who can let go enable others to take responsibility.
Wirtschaftsforum: Your team is large and successful – what does AHa-Effekt GmbH look like today, and what role do you personally play?
Alexander Herrmann: In Nuremberg and Wirsberg, we employ between 100 and 120 employees, depending on the season. Despite high cost increases, the fact that we are growing against the industry trend fills me with pride. My leadership style has changed: I used to be in the thick of the daily operations, but today I am a coach and mentor. I develop the framework conditions, enable creativity and accompany my team. Of course, I am creatively involved in all the menus, but my focus is on creating structures in which others can shine – and sometimes reap the laurels.
Wirtschaftsforum: Pleasure is your business - what makes for you a perfect restaurant experience, and how do you design that in your establishments?
Alexander Herrmann: Three things are crucial: excellence in the glass and on the plate, emotion, and personality. Guests don't just go 'to a restaurant,' they go 'to Herrmann's' or to employees who have been contributing their personality for years. This is complemented by experiences like our Behind-the-Scenes tours. Guests see how we work and feel part of the solution. This makes enjoyment more intense and builds trust. A cycle is created from which everyone benefits: guests appreciate the work, the team is thrilled about the recognition, and the experience remains memorable.
Wirtschaftsforum: You say: Gastronomy is a mirror of society. What trends do you observe and how do you respond to them?
Alexander Herrmann: Trends in the kitchen follow societal moods. After the vegan wave, the steakhouse is experiencing a revival because it represents a counter-movement. Japanese clarity, on the other hand, fits in times when people are seeking direction. Gourmet gastronomy must evolve – long menus are no longer contemporary. Therefore, we are developing new concepts like ‘Anima Unchained’, a future lab deliberately set as a pop-up restaurant. We have already conducted two events over ten days each, testing new ideas – from group dynamics at the table to entirely new menu forms. The response was overwhelming: Guests were curious, open, and excited about the opportunity to be part of an experiment. For us, it's an important step because we don't want to serve the ‘iPhone 17 of the kitchen’, where only the camera is turned. We want the next level – something new that surprises and delights.
Wirtschaftsforum: What does entrepreneurship mean to you personally?
Alexander Herrmann: For me, entrepreneurship means empowering people to take responsibility. It means having the courage to let go – and finding joy when others shine. Mistakes are part of it, but they are not a disaster. They are the basis for development. When employees are allowed to take responsibility, innovation, growth, and team spirit emerge. In the end, what counts is: growing and enjoying together.