The paper discusses the introduction and adoption of Real Time Collaboration (RTC) technologies at an early stage based on two cases in internationally operating high tech companies. The research question deals with the relevance of coordinated management activities and organizational design of RTC – seen as communication infrastructure – to achieve sustainable positive effects from its deployment. In the first part of the paper a framework for structuring management activities around the introduction is used and tested for capturing the findings from the two cases. Also the linkage of RTC to the overall enterprise strategy is reflected. Findings from structured interviews across all management levels will be presented and analyzed with respect both to role of enterprise strategy and the organizational design of RTC introduction. We discuss the required balance between management control and technology appropriation by the employees and the impact on effort and success of RTC adoption. Finally recommendations for introduction processes are derived from the observations