Preparing Watson-Marlow for transformation

1. Delivering the project

2. Shifting the organisation's mindset

3. Invaluable lessons for the main project

4. Working with Columbus

Understanding that cultural change was integral to the project's success, Watson-Marlow started on a journey to shift the organisation's mindset. Through continuous engagement and communication, they aimed to instil a culture of ownership and collaboration, ensuring that every member of the organisation felt engaged and involved in the transformation process.

To fully demonstrate the value and benefits of the proposed changes, Watson-Marlow developed a value dependency network. This framework identified the tangible benefits of each functionality or change, reinforcing the understanding to employees that the project was not just about technology but about driving cultural change across the organisation.

Additionally, it allowed the business to gauge the success of guiding individuals through each phase of change, enabling them to reshape the organisational culture.

By delving into the why behind each initiative, Watson-Marlow was able to navigate the change journey effectively and garner sustained engagement from stakeholders. Andrew Jones, Head of Sales Excellence & Governance at Watson-Marlow Fluid Technology Solutions, emphasises that without this understanding, the organisation would have missed valuable insights and opportunities for improvement.

“Without completing the Explore project, or engaging change management and transformation within the project, none of our achievements would have been possible. We would have simply designed and implemented a CRM system without reaping any benefits," says Andrew.

Recognising that the change journey revolves around people and their emotions, Andrew goes on to explain how Watson-Marlow prioritised engagement and empathy. He highlights the organisation’s awareness of the emotional cycle during transitions, from initial excitement to apprehension, using this insight to provide support and reassurance throughout the process.

The Explore project laid a strong foundation for a successful CRM implementation by enabling collaboration, understanding, and alignment across the organisation. It also helped to drive meaningful change and deliver tangible value to the business.

From the outset, Watson-Marlow wanted the collaboration to feel cohesive, as if everyone were part of the same team. It was also crucial for Watson-Marlow to find a partner which aligned with its core values. After a thorough vendor selection process, Columbus was the partner of choice among the candidates. 

Andrew reflects on why they chose Columbus. “Change is all about people, and the only way you can start that change journey is if you've got a strong relationship with the partner that’s going to help you work through that change. That, for us, was the biggest factor that set Columbus apart from other partners – their change management process and dedicated team. That reassured us that we'd made the right decision.”

Emma McLeod, Change Management Lead at Watson-Marlow Fluid Technology Solutions, highlights how natural the relationship felt between themselves and Columbus. “It didn’t feel like working with a consultant; it was more like collaborating with colleagues in the business. We got on really well.”

Toby Mankertz, Business Transformation Advisor at Columbus, praises the company’s approach to the project, adding, “Watson-Marlow has really engaged in delivering for the users, and they’re doing it with their user base, not to their user base. They very quickly picked up that ball and ran with it. That’s to be commended.”