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  • Isabelle Ulbrich


Updated: 5 days ago

NutriFoods, a leading manufacturer of frozen foods, is exemplary for many medium-sized companies in the industry that are facing major challenges in digital transformation. With a stable market presence and a loyal customer base, NutriFoods has been able to successfully place high-quality products on the market for decades. Nevertheless, the company was struggling internally with outdated processes, particularly in employee training and development. The predominantly paper-based training methods were not only cumbersome and difficult to update, but also time-consuming and not very interactive. The need to adhere to strict industry regulations and the high expectations of quality and safety made effective and efficient training all the more important. Initially, there was a great deal of uncertainty about changing the existing processes, as these met the expectations and requirements of the authorities.

However, NutriFoods realised that a long-term transformation was needed to ensure the future viability of the company. In this blog, we show you how this was achieved.


The training processes at NutriFoods were characterised by significant challenges and were in urgent need of a digital transformation. The existing training materials were often outdated. It was almost impossible to update them in step with the latest food authority regulations or rapid technological developments. This sluggishness in updating content not only led to a discrepancy between the level of employee training and current requirements, but also to significant inefficiencies in operations:

NutriFoods' training programmes suffered from a lack of scalability and were unable to keep pace with the company's expansion and increasing demands for employee training. Accessibility to training materials was severely limited, especially for employees working in shifts, as they were mainly available in physical form and difficult to access outside of normal HR business hours. Without a digital transformation, there was a lack of personalisation of learning content, with all employees receiving the same standard training regardless of their specific needs.

Traceability was also a critical issue: it was difficult to check whether the training content had been understood and implemented. This led to a lack of transparency towards all stakeholders, which made it difficult to comply with industry standards and emphasised the need for digital transformation. This was the only way to address the issues of efficiency, compliance, and individual learning needs.

These various issues highlighted the urgent need for NutriFoods to undergo a digital transformation. Senior management recognised that without an overhaul of the training system and the introduction of modern, technology-supported learning methods, the company would continue to run very high risks.


The decision to introduce a Learning Management System (LMS) was a decisive step for NutriFoods. The company opted for the GLOBAL TEACH® LMS, which quickly won them over with its intuitive use and ease of implementation. The LMS enabled the company to create personalised training content that was quickly customisable and integrated a variety of media forms such as videos, interactive tests, and real-time feedback. The most important benefit, however, was the ability to accurately track and report on each employee's progress. However, implementing an LMS required more than just technological changes; it also called for a realignment of the company's culture in terms of digital transformation and strategic goals in the area of employee development.


Following the digital transformation by introducing the LMS, NutriFoods saw significant improvements in employee training. The accessibility of training on mobile devices and PCs enabled employees to learn when and where it suited them best, which was particularly crucial for the flexible integration of shift workers. The data analysis capabilities of the LMS helped to identify the areas where employees were experiencing difficulties and enabled management to implement targeted interventions. The result: improved performance in the processes themselves, significantly fewer deviations in audits and higher overall job satisfaction. In this way, the digital transformation has managed to create both increased efficiency and a better working environment by enabling employees to approach their tasks in a prepared and flexible manner.


The introduction of the Learning Management System (LMS) at NutriFoods as part of the digital transformation was carried out with great care and strategic planning. A specially assembled team of HR, IT and compliance specialists first conducted a thorough needs analysis to understand the company's specific requirements and objectives. The LMS was then implemented in the following carefully considered steps:

  1. Pilot phase: A carefully selected group of employees tested the system to evaluate its effectiveness and user-friendliness.

  2. Feedback and adjustments: Based on the feedback from the pilot users, specific adjustments were made to optimise the system to meet the needs of all users.

  3. Full introduction: After successful customisation, the LMS was introduced throughout the company, accompanied by comprehensive training for all employees to ensure a smooth takeover.

  4. Continuous optimisation: Regular evaluations and updates ensured that the content remained current and relevant and promoted continuous improvement of the system.


Through this methodical and step-by-step approach to digital transformation, NutriFoods ensured effective integration of the LMS, resulting in a significant increase in training efficiency and employee satisfaction.


Looking to the future, NutriFoods plans to harness the power of artificial intelligence (AI) to further personalise learning and use further analytics to optimise training programmes. Company experts are investigating how AI can provide real-time feedback and support adaptive learning to increase the efficiency and effectiveness of DIGITAL EMPLOYEE TRAINING. For example, interactive AI-based coaches are currently conceivable and in the works, which also generate application examples by assuming an assigned role or offer learners a counterpart that enables practical application of the theoretical content learnt through spontaneous interaction. For example, employees in sales could look after a certain type of customer on a trial basis to see whether the theoretical topics of dialogue management also work in practice.

The digital transformation at NutriFoods has not only made the company more competitive in the food industry but has also shown how crucial technology is in ensuring quality and compliance in highly regulated industries. As the example shows, such technology can significantly support the achievement of a strategy. However, without such a well-founded strategic orientation, a technology is only promising to a limited extent.

If you have any further questions about digital transformation, the LMS or how existing structures and strategies can be analysed and revised in a targeted manner as part of a CONSULTATION without losing sight of the essentials, please feel free to CONTACT us at any time.

We look forward to your enquiry.

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