Steven Bell, Head of Project Management at Camlin Technologies, shares how the company transformed its PMO through purpose-driven values, cutting-edge technologies, OKRs, and a culture of lean continuous improvement.
At Camlin Technologies, project portfolio project (PPM) management isn’t just about delivering on time – it’s about delivering with purpose. Steven Bell, Head of Project Management, outlined how his team evolved from managing projects reactively to implementing a values-based, strategic approach centered on organizational purposes.
Camlin, a global company with over 600 staff, specializes in smart sensor products and services for the energy and railway sectors. With engineering teams scattered across Europe and a diverse range of disciplines – from electrical to data science – coordinating project efforts was no small feat.
The tipping point came when the organization realized it couldn’t keep scaling effectively without deeper alignment. That’s when the senior leadership team developed a strategic framework – what Steven refers to as a “strategic triangle.” At the top of this triangle was Camlin’s purpose: “To engineer better futures.” It became a North Star, influencing not just strategic planning but daily decision-making at every level.
For the project management office (PMO), this meant redefining its role. The team adopted its own purpose: “To predictably implement and govern project changes so that intended benefits and value can be realized.” This gave project managers a clearer identity, aligning their work with Camlin’s broader mission and equipping them to better communicate value across the business.
Setting Direction with OKRs
The second key element in Camlin’s transformation was the adoption of Objectives and Key Results (OKRs). Inspired by John Doerr’s influential framework (popularized at Google), Camlin began using OKRs to create alignment and focus across all levels of the business.
Steven emphasized the shift this brought to the company’s internal rhythm. OKRs became a quarterly discipline, not an annual checkbox. Every quarter, leadership teams define clear objectives and measurable outcomes. These are then cascaded throughout departments, prompting regular check-ins and transparent conversations around progress.
For the project management team, the OKR cycle created a stronger link between day-to-day tasks and strategic business goals. It ensured that project priorities were grounded in what mattered most, giving the team a tool for both accountability and motivation.
OKRs also helped eliminate one of the company’s past pain points: having too many projects without proper assessment. With a clear structure for prioritization, Camlin could focus its resources more effectively addressing staffing challenges and preventing burnout across cross-functional teams.
Empowering Teams Through Technology
While values and strategy laid the foundation, technology provided the scaffolding for sustainable change. In 2021, Camlin implemented Cora PPM, a comprehensive project portfolio management system. But this wasn’t an overnight transformation – it was years in the making.
Steven shared that Camlin didn’t rush into selecting a platform. The company spent two to three years maturing internal processes before investing in a system. When the time came, the COVID-19 pandemic added an unexpected twist: the entire implementation had to be done remotely.
Despite the challenge, the decision to partner with Cora paid off. The platform supported Camlin’s broad range of needs – from resource planning to risk tracking to governance reporting. Crucially, it became a single source of truth for project data, replacing the scattered, inconsistent reporting that previously plagued the organization.
Steven highlighted the importance of rolling out the system incrementally, module by module. “Don’t rush it,” he advised. “The business won’t be ready for all the change at once.” That careful, phased implementation ensured stakeholder buy-in across all levels – from project teams to senior executives.
Each stakeholder had a different lens. Customers needed milestone clarity and confidence in delivery. Executives cared about pipeline forecasting and financial control. Project teams needed short-term, rolling-wave detail. Cora enabled each of these needs to be met in one connected ecosystem.
Lean Thinking, Real Results
One of the most transformative elements of Camlin’s journey was the introduction of lean continuous improvement. As Steven put it, “We were experiencing fatigue with how we’d approached improvement in the past – it was too complex.”
Camlin simplified the concept. Instead of formal, large-scale initiatives, they focused on empowering every individual in the PMO to make small, incremental improvements to reduce waste. The team started dedicating 30 minutes per day or two hours per week to continuous improvement activities – and they tracked it.
The approach was built around a mindset shift. Staff were encouraged to wear their “waste goggles” and look for inefficiencies in their daily work. That awareness led to a powerful cultural change. Employees across age groups and disciplines began suggesting improvements proactively, recognizing their own potential to influence outcomes.
Steven identified untapped potential as the biggest waste the organization had been living with. Through this lean model, Camlin began to unlock it.
Knowledge-sharing became a key ritual. Improvements – no matter how small – were shared weekly, creating a ripple effect of engagement and accountability. It was no longer about compliance or top-down mandates. It was about making work better and more fulfilling.
Lessons from the Journey
Camlin’s transformation didn’t happen overnight, and Steven was transparent about the missteps and learnings along the way. From taking on too many projects to struggling with stakeholder alignment and resource gaps, the road was not without challenges.
But the company’s commitment to evolving – strategically, technologically, and culturally – has paid off.
Here are some of the key takeaways from Camlin’s journey:
- Start with purpose: A clear organizational “why” brings direction to decision-making.
- Empower teams with OKRs: Regularly set and measure goals that align from top to bottom.
- Invest in the right tech: Choose a flexible PPM tool that evolves with your needs.
- Roll out in phases: Avoid trying to do everything at once; build adoption gradually.
- Keep improvement simple: Encourage frequent, small improvements that add up over time.
By embedding purpose at the heart of their processes, adopting a modern platform, and fostering a culture of lean thinking, Camlin has created a model for project success that others can learn from.
As Steven concluded, “You can’t keep doing the same things and expect different results.” Camlin chose to change – and it’s made all the difference.
Further Insights
Learn more about Cora Systems Project Portfolio Management Software
Tune into our most recent Project Management Paradise Podcast episodes available on Spotify and Apple
