Background – The Organization and the Need for Change
RAD is a global leader in developing communication solutions for infrastructure operators and critical customers, with central headquarters in Israel and global deployment. RAD represents decades of innovation, but also faces complex management challenges – growth in project portfolios, demands for rapid development, integration between departments, and tracking diverse deliverables.
As the organization expanded, the need arose to refresh work processes, implement modern management methods, and lead cross-organizational change that would upgrade management and control capabilities.
Up to this point, some projects were managed using Excel tools, others in dedicated departmental systems (R&D, marketing), and sometimes even through emails and internal forums. Information was dispersed, control was partial, and processes were often conducted through "firefighting" instead of organized management.
Management understood this was imperative – to conduct deep change that would unify tools, streamline work processes, and enable control and oversight at the highest level.
The Challenge
Defining the Challenge: Cultural Change, Not Just a Digital Tool
The task was not just to implement a digital system – but to lead genuine cultural change. Such change requires partnership from all employees, convincing veteran managers, adapting tools to real needs, and building trust in the process.
RAD management set clear goals:
To achieve these goals, it was decided to implement Monday.com – a modern platform enabling customized work process creation with transparency and collaboration.
The Solution
Preparation Stage: Mapping, Sharing, and Understanding Failure Points
The first stage was mapping all work processes at RAD. Team members and managers were invited to roundtables where they described existing work methods, highlighted what works and what doesn't, and pointed out failure points.
Among the issues that emerged:
Additionally, it became clear that there were sometimes communication gaps between development teams, marketing teams, and product management – sometimes marketing requirements didn't receive timely treatment, and sometimes developments were completed without synchronization with marketing objectives.
Solution Planning – Creating a New Work Model
The challenge facing the project team was to propose a work model that would make Monday.com a central tool, not just technical, but one that leads change in work culture. The model included:
Technologies
The Organizational Process: Project Change Journey
Stage A – Building Trust, Communication, and Partnership
The project opened with a launch conference for all employees, where management presented the vision: why change is needed, what it will look like, and what each employee's value is in the process. Sharing workshops were held – each department raised its needs, and challenges were surfaced openly.
The approach was at eye level: sharing, listening, and removing barriers – not "top-down landing," but shared leadership.
Stage B – Process Development and Work Structure on Monday.com
The second part was building the technological process: the Entrypoint implementation team mapped needs, built dynamic work boards in Monday.com, defined automations, established connections between departments, and built management reports in real-time.
Each system stage was accompanied by writing clear guides, screenshots, and short training videos. A digital archive of materials was built so that every employee could rely on them going forward.
Frontal Training and Implementation
Stage C – Frontal Training and Implementation
The center of the project was the training process. It was led by professional instructors with practical experience in development, marketing, and information system implementation.
Training was not conducted only in the classroom – but also included live simulations, practical practice with the organization's tasks, and personal support.
Each group – development, marketing, product management – received its own dedicated session, where they practiced all work processes.
For example: the marketing team practiced opening a new requirement, transferring to R&D, monitoring development status, viewing the Roadmap board, and more. Development teams practiced Feature management, moving from sprint to sprint, activating automations, closing tasks, and generating reports. Managers practiced tracking metrics, Roadmap planning, decision-making, and prioritization.
Instructors dwelled on technical difficulties, broke the fear barrier, and focused on providing confidence – so that every employee, at every level, felt secure moving to the new tool and asking questions.
Stage D – Support and Follow-up After Training
After training, a digital support channel was activated and instructors were available for quick response. Additionally, refresher meetings were held every two weeks – informal meetings where employees shared field dilemmas, raised issues, received smart work tips, and also suggested improvements.
Main Challenges and Solutions
Some employees, especially veterans, were apprehensive about the transition. Some expressed concern that efficiency would lead to demands for faster work, others feared loss of control.
The solution was to involve them in decision-making, surface the value and advantage, show how the tool makes their lives easier, and present small success stories ("quick wins") achieved even in the pilot stage.
There was difficulty integrating information from existing work tools (Excel, Jira, internal systems). The project team built integration interfaces and guided employees on how to transfer information, maintain history, and perform unified tracking.
As in any organization, there were employees with gaps in digital capability. Training included adapted pace, personal practice, and an internal mentoring system was offered where technologically strong employees helped their colleagues.
Developing real-time reports and dashboards required precision and detailed specification. Joint work was done with managers to define which KPIs truly matter, what needs to be displayed and how – while building a simple and user-friendly interface.
Summary and Future Recommendations
The organizational change project at RAD serves as an example of a flagship project – not just in the technological aspect, but especially in changing thinking, culture, and actual execution.
The project's success was achieved through real collaboration, listening to the field, practical training, and ability to implement change in wide circles.
Future Recommendation
The recommendation for continuation is to preserve the spirit of innovation: continue investing in training meetings, examine new tools as needed, and conduct ongoing measurement of satisfaction and efficiency.
In parallel, it's recommended to deepen the integration between Monday.com and additional systems, add smart reports, and strengthen the internal organizational support system.
Bottom Line
RAD received not just an advanced work tool, but a cultural engine that enables it to grow, become more efficient, and provide higher value to all stakeholders.
Results
Deliverables, Metrics, and Results
The project included various organizational deliverables:
Impact and Added Value to the Organization
The organizational change didn't end with tool implementation – but created a cultural leap: