We’re Going Google: Strategic Branding in the Age of Cloud Migration

1. Executive Summary

TL;DR: Migrating an entire college campus to a new email ecosystem is as much a marketing challenge as it is a technical one. Lewis & Clark College successfully navigated this by treating their "Going Google" project as a brand launch, using peer influencers and a "high-touch" support model to overcome user apathy and resistance.

Context: This paper serves as a practical roadmap for IT departments shifting from legacy on-premise systems to SaaS (Software as a Service) platforms. It proves that in a liberal arts environment, human-to-human interaction is the most effective patch for technical friction.

2. The Problem: The "TLDR" Barrier

The biggest threat to the Lewis & Clark migration wasn't server downtime—it was information overload. The authors identify the "TLDR" (Too Long; Didn't Read) phenomenon as a primary cause of misinformation. When users ignore official documentation, they rely on word-of-mouth, which often breeds "myths" such as:

• "I will lose all my saved emails."
• "My desktop client (Thunderbird) will stop working."
• "The college is spying on my personal data through Google."

Reaching "disconnected" populations—adjuncts, emeriti faculty, and students—requires more than just an automated email blast.

3. Methodology: Making "LCmail" Stick

The core of the strategy was Branding. Rather than simply saying "we are using Gmail," the college created LCmail, utilizing Google’s branding guidelines but retaining local identity.

The "Google Ambassador" Program

To scale support, IT didn't go it alone. They recruited Google Ambassadors (specifically departmental secretaries and RAs) to serve as "satellites."

1. Pilot Group: They tested documentation and found bugs before the general public.
2. Peer Support: They acted as the first line of defense for frustrated colleagues, providing a "friendly face" to a technical change.

The Multichannel Outreach

• Google Swag: Using bookmarks and stickers to place the migration URL (go.lclark.edu/google) in physical spaces (cafeterias and libraries).
• Google Mornings: Informal, non-hands-on information sessions over coffee and doughnuts to demystify the platform.
• Social Media: Leveraging Twitter hashtags (#SDD2012) and Facebook updates to celebrate migration milestones (e.g., "Our 1,000th user just migrated!").

4. Results: Data-Driven Success

The migration followed a classic "U-shaped" adoption curve. Early adopters jumped in immediately, followed by a mid-period lull, and a massive surge just before the May 7th deadline.

Critical Feedback Handling: The authors highlight "Squeaky Wheels"—vocal critics who were anxious about the change. By offering individualized "Migration Assistance" (on-site IT visits), they turned potential blockers into satisfied users.

5. Critical Insights & Conclusion

The "Human" Variable

The takeaway is clear: Technical simplicity does not guarantee user satisfaction. Even though Gmail is a consumer-friendly product, the act of transitioning is a loss of control for the user.

Limitations

The authors noted that students remained the hardest to engage. Because many students forward their email to personal accounts, their migration rate hovered below 20%. Future projects would benefit from even more aggressive physical flyering and student-specific incentives.

Final Thought

For IT leaders, this paper is a reminder that you are not just a service provider; you are a brand manager. The success of your next rollout depends on whether your users feel supported or merely "interrupted."