How Gnosis by Lesaffre Built an Internal Engine for Change

“People have learned how to take their destiny in their hands. They are the motor, the engine of the change.”

A change process is a long journey. For Gnosis by Lesaffre, that journey began with a desire to build a stronger operational excellence system that would not only deliver results today, but continue creating value for years to come, to create something built to last.

As a global biotechnology company specialising in nutritional and health solutions, Gnosis by Lesaffre partnered with TBM Consulting Group on Project Beatrice, a transformation designed to create lasting change across its operations.

In this video, Giuseppe Autieri, Global Head of Finance and Operations at Gnosis by Lesaffre, joins Robert Vrugtman, Managing Director Operations Europe at TBM Consulting Group, to reflect on that journey and share how Gnosis by Lesaffre transformed continuous improvement from an initiative into a way of working.

The results speak for themselves. Gnosis by Lesaffre nearly doubled manufacturing capacity, reduced in process testing by 60%, and generated an annual financial impact of approximately €10 million.

But this story is about more than numbers. By working side by side on the shop floor, developing people, and building capabilities from within, Gnosis by Lesaffre created a culture where continuous improvement became part of everyday life. Today, more than 70 ambassadors help drive that culture forward across three sites.

Perhaps the most meaningful outcome is what Giuseppe sees every day. People are more engaged, more empowered, and happier at work than they were five years ago. Because when improvement is owned by the people closest to the work, excellence becomes more than a programme. It becomes part of the DNA of Gnosis by Lesaffre. Built to Last.

Frequently Asked Questions

How do you create a culture of continuous improvement in manufacturing?

Creating a culture of continuous improvement requires more than implementing new tools or processes. Sustainable change happens when employees are empowered to identify problems, improve their own work, and take ownership of results. By developing people and building capability from within, manufacturers can create an environment where improvement becomes part of everyday operations.

What makes operational excellence sustainable?

Operational excellence becomes sustainable when improvement is driven by the organisation rather than by external support. Strong leadership, employee engagement, structured management systems, and ongoing capability development help ensure that improvements continue long after the initial transformation effort is complete.

Why is employee ownership important for successful transformation?

When employees take ownership of improvement, change becomes embedded in the culture of the organisation. Rather than relying on leaders or consultants to drive progress, teams develop the confidence and capability to solve problems, implement improvements, and sustain results over time. This often leads to higher engagement, stronger performance, and more lasting business outcomes.