The paper reports on the implementation of Lotus® Sametime® in a large financial services company. The paper uses the distinction of application and infrastructure view to elaborate on distinct modes of RTC use. Moreover, it provides a classification of managerial tasks and responsibilities and reflects on the balancing act of the managerial dictum and space for experimentation and organizational learning. The case highlights organizational design choices as well as managerial challenges. It provides rich insights into the processes of organizational embedding and rule setting, complemented by individual appropriation and self-organization on a group level. Processes of managerial and organizational alignment unfold against the backdrop of the dynamics of implementation.