The success of a collaborative platform and its engagement rate are directly linked to the implementation of a communication strategy before, during and after the launch.
Start by identifying the different parties involved in setting up the platform. Who are you communicating to? Only collaborators from a particular geographical area? A specific department? A hierarchical level?
Then, define the message to communicate according to the target. What usage should be put forward for the selected group of people? Would you promote some actions on the platform? New processes to be implemented or only a change of tool?
For example, MSLGROUP introduced an aspect of gamification: the first connection’s mission was to discover hidden talents of the board members. With skilfully illustrated and subtle posters, several profiles were to be found on the platform. Breaking with traditional communication, these teasers highlighted a key use of the platform with humour: easily find specific skills.
A communication campaign strategy that combines online and offline multiplies the chances of reaching its target.
Inform the collaborators of the project and its progress in order to create real awareness. The project can be briefly presented at many general meetings and short meetings can be organized to discuss the project, facilitate Q & A sessions and collect feedback. A recurring newsletter on this topic only with examples of tasks that can be performed on the platform including small videos can support the initiative.
On launch day, let them know! At MSLGROUP, cupcakes were placed on desks with a slogan indicating it was time to connect on the platform during the coffee break. Hard to miss!
By selecting different channels and alternating the messages, a curiosity was stimulated through repetition, it proved to be a successful strategy for our customers.
To create new behaviors, new habits must be created; this is usually where the problem lies. Selecting a key usage (or usage family) makes it easier to focus employees’ attention. First, by changing a one single mechanism (and not 25 in a row), by emphasizing on the issue the platform solves and the added value it brings, the tool adoption rate increases as employees do not feel overwhelmed.
MSLGROUP focused on research as it is a core functionality that fulfills one of the primary objectives of the platform: giving access to case studies carried out by other collaborators in the group. By lifting the veil on the gold mines of “sleepy” knowledge on hard disks or in individual email boxes, MSL emphasized transparency. By encouraging its employees to share, contribute and create a global knowledge base, the group stimulates future exchange and innovation.
Finally, it is essential to bear in mind that communication is a long-term task and must be done before, during and after the launch of the project. The communication following the launch of the platform is based in part on the facilitators. They will serve as points of contact, facilitate exchanges and act as relays for communication.