Regal Rexnord didn’t need to be convinced that monday.com was the right tool. They’d already made that investment. What they needed was a partner who could help them use it effectively — one who would take the time to understand how their marketing teams actually operated, design a system built around that reality, and deliver training that gave people the confidence to actually adopt it.
That’s what OrangeDot built. And for the first time, every team was on board.
What We’ll Cover
- About Regal Rexnord and the scale of their global marketing operation
- Challenge 1: Siloed teams running duplicate campaigns with no shared visibility
- Challenge 2: A previous monday.com investment that never achieved full adoption
- How OrangeDot built a two-tier campaign system: overview board and execution templates
- How OrangeDot’s customized training program drove the team’s first-ever full adoption
- The combined impact: one source of truth, scalable templates, and renewed confidence across the team
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About the Client
Regal Rexnord is a global manufacturer of electric motors and power transmission components, headquartered in Milwaukee, Wisconsin. With manufacturing, sales, and service facilities across the United States, Canada, Mexico, Europe, and Asia, the company employs over 29,000 people worldwide and is consistently ranked on the Fortune 1000 — currently at #631 as of 2023.
At that scale, coordinating marketing efforts across multiple teams and regions is a significant operational challenge. The company’s marketing teams are responsible for deploying campaigns that reach diverse audiences across multiple product lines — and getting those teams working from a shared, standardized process is critical to avoiding the redundancy and miscommunication that naturally emerges when large organizations operate without one.
Two Problems Compounding Each Other
Regal Rexnord came to OrangeDot with a compound challenge. The first was a process problem: without a shared system for managing marketing campaigns, teams had drifted into their own methods, creating silos that were producing duplicate work and preventing leadership from getting a clear picture of what was happening. The second was a technology problem: the company had already invested in monday.com to solve the first problem, but without the right implementation and training support, adoption had stalled before it could make a difference.
Regal Rexnord’s marketing teams had historically managed campaign planning through a combination of emails, spreadsheets, and in-person meetings. Each team had developed its own approach to tracking and deploying campaigns — which meant the same goal was being pursued through different methods by different groups, with no visibility into what anyone else was doing.
The practical consequence was duplicate work. Different teams would run similar marketing campaigns targeting the same audience without realizing the overlap, because there was no shared system that would surface the conflict. Resources were being spent on redundant effort that a unified view would have prevented.
For leadership, the siloed structure made it difficult to get a cohesive picture of campaign performance or identify bottlenecks. Reporting required manually assembling information from multiple sources — each formatted differently, updated on different schedules, and owned by different teams. There was no single place to see how all campaigns were performing and what needed attention.
When teams execute the same process through different systems, the organization pays twice: once in the inefficiency of duplicate work, and again in the effort required to synthesize information for leadership. A shared campaign management system doesn’t just make work more visible — it prevents the redundancy that makes large-scale marketing operations expensive to run.
Regal had already identified monday.com as the solution and made the investment. But without the right implementation approach — one that standardized the process, built templates that reflected how the team actually worked, and gave people the training they needed to feel confident using the platform — adoption had remained incomplete. The tool existed; the system around it didn’t.
Partial adoption is in many ways worse than no adoption at all. When some teams use a platform and others don’t, the data in the system is incomplete, the visibility it was meant to provide is limited, and the teams who aren’t using it have even less reason to adopt it. The result was a tool that had been paid for but wasn’t delivering value — and a team that needed a reason to believe it could.
Technology adoption doesn’t fail because people resist change — it fails because the implementation doesn’t give them a clear reason to change. When a system isn’t built around how a team actually works, asking them to use it is asking them to do more work, not less. Buy-in follows value. Value requires the right architecture and the right training to unlock it.
The Solution Part One: A Two-Tier Campaign System Built for Standardization and Scale
High-level overview board for leadership visibility
OrangeDot built a high-level overview board that presents critical campaign data at a 50,000-foot view. Leadership can see project status, campaign type, project lead, end dates, and other key data across all active campaigns at a glance — without needing to navigate into individual execution boards or request updates from team members. Budget and timeline information is synced directly into this view, keeping it current without any manual maintenance.
Execution boards with campaign-type templates
The execution board functions as the team’s central collaboration hub for planning and running individual campaigns. OrangeDot built customized templates for each type of campaign the team deploys. When a new campaign is launched, the relevant template generates all the required steps in chronological order automatically — so the team can focus immediately on assigning tasks and doing the work, rather than rebuilding the plan from scratch every time.
Two-way sync between execution and overview boards
Information flows automatically between the execution boards where teams do their daily work and the overview board where leadership monitors campaign health. Status updates, timeline changes, and budget data made at the execution level surface in the overview board in real time — so leadership always has an accurate, current picture without anyone having to manually translate working-level data into a reporting format.
The Solution Part Two: Customized Training That Made Adoption Stick
Building the right system was necessary but not sufficient. Regal had been through a monday.com implementation before without achieving full adoption. OrangeDot recognized that this time, the training program was just as important as the boards themselves.
Customized training designed for Regal’s specific setup
Rather than generic platform training, OrangeDot delivered a program built around the specific boards, templates, and workflows the team would be using every day. Training covered best practices, short-term and long-term strategic guidance, and practical tips and tricks tailored to how Regal’s marketing teams operate. The goal was to send the team away not just knowing how to use the tool, but understanding why the system was designed the way it was and how to get the most from it.
Confidence as the outcome, not just competency
Knowing how to use a platform and feeling confident using it are different things. OrangeDot’s training was structured to build genuine confidence — the kind that translates into daily use, encourages teams to explore the platform’s capabilities, and creates the internal champions that sustain adoption over time. For an organization that had experienced partial adoption before, building that confidence was the critical missing piece.
The Combined Impact
First-Ever Full Team Adoption — and the Excitement That Comes With It
For the first time in Regal Rexnord’s history of using monday.com, every team is on the platform and working from the same system. The buy-in that had been missing from previous implementations is no longer an issue. Teams are working smarter, with a renewed sense of excitement about what the platform enables them to do.
One Source of Truth, Visible From Every Level
With a centralized campaign system in place, there is now a single source of truth the team can rely on. Leadership can see the progress and health of every campaign from the overview board. Team members can see the granular detail they need in their execution boards. Everyone works from the same data — and the siloed methods that had been producing duplicate campaigns and obscuring performance are gone.
Hours Saved Weekly and Real-Time Reporting
The standardized templates and automated syncing between boards have eliminated the manual project management work that was previously consuming team time each week. Campaign status, bottlenecks, and expected go-live dates are now visible in real time without anyone having to manually assemble a report — freeing the team to spend more time on the campaign work itself.
Scalable Templates Ready for Increased Volume
As campaign volume grows, the team doesn’t have to rebuild their process — they replicate it. The customized templates generate a complete, chronologically ordered campaign plan the moment a new campaign is launched, giving teams an immediate sense of timeline and deliverables regardless of how many campaigns they’re running simultaneously. The system scales with the workload rather than requiring proportional increases in coordination effort.
29,000+ employees worldwide · First-ever 100% team adoption · Every campaign visible from overview to execution · Templates ready for any campaign type, any volume
FAQs
What makes the difference between a successful monday.com implementation and one that doesn’t stick?
Two things: the architecture and the training. An implementation that doesn’t reflect how a team actually works will be adopted minimally, because using it creates friction rather than reducing it. Training that focuses purely on platform mechanics without giving people the context to understand why the system is designed the way it is produces competency without confidence. OrangeDot addresses both — building systems that fit the team’s real workflows and delivering training that builds genuine confidence alongside technical knowledge.
How do the campaign templates work, and can they be customized for different campaign types?
Yes — OrangeDot built separate templates for each type of campaign Regal runs. When a team launches a new campaign, they select the relevant template, and it automatically generates all the required steps in chronological order. Task assignments, deadlines, and dependencies are built into the template so the team can start executing immediately rather than building the plan from scratch. Templates can be updated as campaign processes evolve without disrupting active campaigns.
How does the overview board stay current without requiring manual updates?
The overview board is connected to the execution boards through monday.com’s mirror column and automation features. When a team member updates a status, timeline, or budget field in their execution board, that update automatically reflects in the overview board. Leadership always sees current data without anyone having to separately maintain the reporting layer — which is one of the key reasons the previous implementation didn’t work: it required duplicate data entry to keep both views current.
Is this system appropriate for large, distributed organizations with multiple teams running campaigns simultaneously?
It was specifically designed for that context. The two-tier architecture — shared overview board for leadership, individual execution boards for teams — allows each team to work with the flexibility and detail they need without creating the fragmentation that had characterized Regal’s previous approach. The overview board gives leadership cross-team visibility while keeping the execution layer clean and focused for the people doing the work. The more teams using the system, the more valuable the shared visibility becomes.
Final Thoughts
Regal Rexnord didn’t need a new tool. They needed a new start — one grounded in a system that actually fit their operation, and supported by training that gave their team the confidence to use it fully. The platform was already there. What was missing was the architecture and the guidance to make it work.
This engagement is a reminder that the value of an investment in technology isn’t determined at purchase. It’s determined by the quality of the implementation that follows. For a Fortune 1000 organization with teams operating across multiple regions and product lines, getting that implementation right is the difference between a tool that gets used and one that gets abandoned.
If your organization has invested in monday.com but hasn’t seen the adoption or the results you were expecting, we can help you get there. Talk to an OrangeDot expert →