From "passing the system from hand to hand" to a common victory
Implementing a corporate communications system is a complex process. On paper, it all seems simple: there's a product, a team, and a deadline. In practice, there are dozens of participants, overlapping responsibilities, user resistance, and endless approvals from the information security department. But other scenarios exist—when the vendor and client work as a single team, and the implementation becomes not just a "technical step" but a step toward business development, improving internal communications, and increasing business efficiency. Victoria Davidenko, Project Manager at eXpress, a corporate communications and mobility platform, explains how to organize such workflows, avoid common pitfalls, and complete the project smoothly.
When a company implements a new system, the project can't have just one stakeholder. The initiative usually comes from the client—they want to change or optimize processes, or replace ineffective tools. For the implementation to be successful, a pool of responsibilities must be formed on both sides: the vendor's side for the technical aspects, and the client's side for infrastructure preparation and internal communication. Only then will the project become a collaborative effort, not a handoff.
The main challenges arise when the customer expects the vendor to assume all responsibilities, including internal organizational processes and security approvals. But this is impossible without the involvement of the customer's specialists. The vendor provides the technology, the customer provides the environment in which it operates.
Preparing the company for implementation
The first step is to understand why the company needs a new system in the first place. The rationale, "everyone does it this way," won't work. The project must have a specific goal, clear to both top management and end users: what exactly will change in their work and what problems will be solved. Without this, it's impossible to evaluate the implementation's impact or engage employees.
The second step is to define areas of responsibility. Implementation shouldn't be left solely to the IT department. Company management and key departments must support the project and promote it within the organization. For their part, the vendor helps convey the product's value, shares case studies of other implementations, and suggests areas to pay attention to to avoid common pitfalls.
It's important to involve not only IT and security but also HR and marketing in this process. The HR team is one of the key users of corporate communications systems: it's responsible for onboarding new employees and supporting internal processes. With new tools, HR can streamline employee interactions, migrate some internal processes to the system, and make them more transparent and faster. Marketing is another important player. It helps build internal communications, educates employees about the new system, and creates a sense of shared information.
Typical mistakes companies make when starting out:
1. Lack of a clear purpose. If the team itself doesn't understand why it's implementing the system, users will be even less likely to understand why they should use it.
2. Lack of prepared scenarios and training materials. Even before the implementation is complete, it's necessary to identify two or three specific processes that will be implemented in the system and communicate these to employees through instructions, webinars, and internal newsletters.
3. An unprepared user workstation. Everyone should have access to the system and understand how to log in and start working. Testing the "zero user" is a good way to ensure everything is ready: walk through the journey of a typical employee and identify any weak points.
User as part of a team
A user's first impression of a new system determines its fate. If the initial user experience is poorly thought out, regaining the user's trust is next to impossible. When users encounter errors or an inconvenient interface, interest in the product fades—and even after improvements, it's difficult to regain engagement. Therefore, it's important to test the entire "first sign-on" scenario in advance, walk the user through the entire journey, and eliminate potential barriers before launch.
To ensure a smooth start-up, communication and support are key. Users must understand why the system is being implemented, how it will change their work, and where to find help. This information should be communicated in advance: through internal webinars, short instructions, and publications on the company portal. The key is to show that users aren't left alone with the new tool. They have instructions, support contacts, and clear steps to take if they encounter any difficulties.
An internal support system doesn't require the creation of new processes. Every large company already has well-established procedures—first and second lines, request routing, and SLAs. Simply integrate the new system into the existing process, adjusting priorities as needed. The optimal benchmark is a response time of 15 minutes: even if the issue isn't resolved, the user should receive a signal that their request has been processed. Prompt feedback reduces tension and builds trust.
In terms of internal process organization on the client side, a product owner should be appointed—a person responsible for the system's internal perception and user interactions. A good practice is to launch an internal portal containing instructions, help materials, and a frequently asked questions section. The support team should regularly analyze requests, identify recurring issues, and resolve them—either technically or through clarified instructions and additional communications. Webinars—both general and for specific departments—remain an effective tool, offering the opportunity to ask questions and receive answers live. This format helps maintain feedback, quickly respond to requests, and make users feel heard.
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The role of the implementation team and the involvement of the future support team
Allocation of responsibility between the vendor and the customer is a key factor in successful implementation. The vendor creates the product and is responsible for its proper implementation, but the customer is responsible for ensuring the operating conditions of the system. They are responsible for preparing the infrastructure, interacting with departments, and promoting the new tool within the company. The vendor's team can share experience from other projects and suggest steps to speed up adoption, but they cannot manage the customer's internal processes. Employee motivation and engagement must be fostered within the organization, and the customer's project manager should be the driver of this process.
The infrastructure component is also the client's responsibility. The vendor provides requirements and recommendations for the environment, but setting up networks, virtualization, databases, and servers is the responsibility of in-house specialists. The same applies to information security: general regulations are uniform, but each company has its own internal standards and audits. Therefore, information security specialists should be involved in the project from the very beginning, as they will be the ones ultimately responsible for commissioning the system.
If the client's team lacks infrastructure engineers, the risks increase exponentially. No matter how strong the implementation team, without a prepared base, the system simply won't work. It's like an engine without wheels and a body—powerful, but useless. The lack of infrastructure specialists leads to missed deadlines, technical errors, and additional workload for both parties.
To prevent implementation from becoming a mere "handover," knowledge sharing should be integrated into the process. Midway through the project, it's worth bringing in the future support team—at least one or two specialists—who can learn from the implementers. The vendor typically conducts training sessions and seminars on both the system architecture and user experience. Additionally, the client is provided with a database of frequently asked questions and typical errors with solutions so the support team can respond quickly after the launch. Regular joint chats and short consultations are a good practice, allowing for prompt discussion of any issues that arise. This format helps maintain contact between teams, accelerates adaptation, and makes knowledge transfer a natural part of the project.
Over time, this shared engagement becomes a source of motivation. When both parties see the results of their work—growing user base, increased activity, and demand for features—there's a sense that the project is alive and well. Understanding that the system has become part of everyday processes strengthens the commitment of both the vendor and the client.
Receiving feedback is equally important. When users ask questions, suggest improvements, and refine scenarios, it means they genuinely care about how the product works. This kind of interaction transforms implementation from a formal task into a partnership where both parties are committed to the further development of the solution.
Information security and regulations
Working with the information security department is one of the most challenging stages of any implementation. Information security requirements are inevitable and must be met, but it's crucial to prevent security from becoming an end in itself and hindering users' productivity. If restrictions are too strict, a product may technically comply with all standards, but lose its purpose—it will simply become unusable.
Therefore, information security specialists should be involved in the project from the very beginning – even at the solution selection stage. They should evaluate potential vendors, ask questions about data protection, formulate requirements, and document them before work begins. This approach allows for transparent communication, avoids last-minute modifications, and speeds up system launch. If information security is only involved after implementation, the project risks being delayed, resulting in audits, additional requests, and an endless cycle of fixes.
Typical information security queries concern confidential information and personal data: where it is stored, how it is encrypted, whether it is transferred outside the network, and what security mechanisms are in place. These are basic but critical questions that determine the trust in the product.
A balance between security and deadlines is only possible with transparent communication. Information security requirements should be clear at the pre-sales stage so the implementation team can conduct an audit: what has already been implemented, what requires further work, and what can be addressed using alternative methods. Critical requirements are met before the system goes live, while others are recorded in the backlog and implemented as the project progresses. This approach ensures implementation is not delayed while still adhering to standards and maintaining the trust of the security team.
How to understand that the team is working as a whole, and how to begin implementation correctly
You can tell that the implementation team has become united by simple signs: mutual understanding, clear roles, and no shifting of responsibility. When everyone knows their responsibilities, tasks are completed without delay, and communication is calm and to the point, the team is truly working as a unit.
For companies preparing to implement a new communications system, it's important to start by answering the key question: why is it needed? Without a clear goal, a project quickly devolves into a costly initiative "for the sake of technology." It's important to understand the specific tasks the system solves and the processes it improves. It's helpful to identify key areas in advance where the implementation will have a noticeable impact: faster communications and decision-making, simplified approvals, and increased employee mobility. A good step is to conduct a survey among departments to find out what tasks they would like to address with the new tool. This will help build a pool of ambassadors within the company and secure support from various departments.
Implementation lifehacks: how to bring a project to fruition without the pain
Again, no implementation is without challenges, but much depends on the team atmosphere. It's important for all project participants to understand that this isn't a vendor or client initiative, but a shared goal in which all parties are interested. If the client's employees perceive the new system as an externally imposed solution, the project is doomed to stall. Therefore, engagement and understanding of the benefits are key.
Maintaining open communication on the project is equally important. Mistakes and delays are inevitable, but it's not their presence that's critical, but the response to them. When the team isn't afraid to discuss risks, problems are resolved promptly and without panic. Transparency, honest communication, and trust between project participants are what ensure a smooth implementation and maintain the workflow even during challenging moments.