Culture change and performance improvement at Brocacef

Find out how Brocacef achieved improved collaboration, ownership and data-driven decision-making through culture change and performance management with the help of Möbius.

The strategic challenge

Although Brocacef already had a Performance Management System (PPS) in place, it was experiencing structural operational challenges. Moreover, the Employee Engagement Survey showed that there was considerable room for improvement in terms of culture and behavior. The organization needed more control over performance, better collaboration between departments and a culture that focused on ownership, safety and continuous improvement.

Our approach

Möbius was asked to support Brocacef in achieving a culture change and strengthening performance management. The approach consisted of five integrated pillars:

1. Start-up and behavioral analysis.

Through interviews and workshops, current behavior was identified and desired behavior defined. This formed the basis for the design of performance management.

2. Training and awareness

Management and team leaders attended our lean trainings, including the Möbius lean simulation game, to create a shared understanding of Lean Management and gain awareness around the importance of behavior and culture.

3. Performance Management structure

A consultation cycle has been set up, connecting each layer in the organization. Each consultation is supported by visual management and tools that promote the desired behavior. This approach contributes to transparency, encourages ownership, allows for quick escalation of bottlenecks and ensures clear communication towards the shop floor.

4. Leadership Visibility and Gemba

Leaders were actively engaged in the workplace through structured Gemba walks and process confirmations. This increased their visibility and strengthened the connection to operations. It also helped ensure that standards were met.

5. Coaching and assurance

Through intensive coaching in the workplace and in the "obeya space," the new behaviors were anchored. The routines were designed to be sustainable and can be continued independently. We used the principle of "demonstrate - do together - do yourself.

Cultural change does not start with grand plans, but with daily choices in attitude and behaviour — every single day.

Arno Lepoutre Group Director Operations & Logistics

The result

The changes in Eindhoven led to tangible improvements:

More structure and clarity in roles and responsibilities
Better cooperation within and between teams
Increased motivation, ownership and commitment
More data-driven decision-making
Stronger safety awareness
Daily problems are identified and resolved more quickly
The meeting structure is concise, powerful and effective

The positive results in Eindhoven prompted Brocacef to ask Möbius to implement this approach at other locations as well. In addition, an employee-driven improvement management structure has been set up, laying the foundation for an organisational culture focused on continuous improvement.

This integrated approach did not go unnoticed: in 2025, Brocacef was awarded both the Lean Award from its parent company Phoenix and the prestigious Kaizen Award. These recognitions underscore the impact of the cultural change that has been implemented and the sustainable anchoring of Lean principles within the organisation.

Written by

Marcel van Trier

Luc Baetens

Jonathan Aelterman

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