The Inside Story to Launching a Social Intranet: Part 1 – Commitment


These are posts I wrote in early June when we launched our new social communication and collaboration platform…

June 9, 2014 Over the last week, I had the opportunity to share some of the challenges the Social Intranet team ran into throughout the project but especially in the last 10 days prior to launch. I didn’t realize it at the time, but many of the issues we faced as a team are similar to what we have all faced when launching a product, event or campaign. I think there are three areas we can all relate to similar experiences we have had when launching anything.

  1. Commitment
  2. Resilience
  3. Reward

So, here is the inside story behind our launch.

This wouldn’t be a truthful if I didn’t admit that I wanted to quit at times. The challenges, obstacles and politics were taking a toll on everyone. I was on stomach acid medication for the last 8 months, members of the team were throwing up in the middle night due to anxiety of coming into work the next day and many tears were shed. We all knew that launching a new collaboration platform was going to be a challenge, but didn’t expect some of the obstacles we would face.

 

COMMITMENT

 

But, WE were committed… committed to the goals, objectives and most importantly, to each other. No one wanted to let anyone on the team down, so we did what ever it took to keep moving forward even though it felt as if the ground kept pulling us backward.

 

10 DAYS AGO…

 

It was the Tuesday after Memorial Day when we were ready to communicate that the internal social collaboration system would be coming down on Thursday May 29th in order to begin the cut over to the new platform and data base migration. Interestingly, a few that hadn’t been engaged on the project but held authority over company-wide communications decided that the email communication would not go out until the day of, not realizing the multitude of users who leveraged the platform 24/7 and needed more than 12 hours of notice. This was just one of the many examples of the challenges the team faced. There always seemed to be someone that would make a decision that wasn’t on the project team but directly impacted our ability to move forward. Whether it was global security requirements, legal review, or policy procedures of the executive team adjusting launch dates or changing scope, these were a few of the items that were the most frustrating. There always seemed to be more reasons why we shouldn’t do what we were doing rather than collaborating together to define what was possible.

Thankfully, The commitment from the project team, stakeholders and executive sponsors allowed us to over come many of the challenges and at times tough conversations. One of these was updating the executive sponsors some features weren’t going to make the release, like mobile, that Thursday we were to start the cutover. I have to give credit to the executive team, as they were tremendously supportive throughout the project and helped drive the communication through the leadership level. And because of their commitment they agreed with our approach for the release plan and allowed the team to get started. Enthusiasm and moral was high.

 

 

What experiences have you had when their either was or wasn’t commitment on a team and how did it impact the project?

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About bracerennels
Experience assisting companies implement disruptive engagement marketing strategies to evolve community, collaboration and corporate communications. Provide strategic and executive leadership to transform traditional marketing programs into modern social engagement and improved customer experience. Currently scheduled to speak at the Argyle Executive Forum NYC Nov 5th and will entertain other speaking, advisory or consulting opportunities as time allows.

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