Montreal Toheed Society (MTS) seems to be an appropriate organization to frame changes, such as shifting to the new platform. According to the information presented in the case study, MTS has already undergone several digital migrations: initially from monthly newsletters, then to JomSocial, and to Viber (Ivey Business School Foundation, 2020). These transitions happened in the periods of one to two years, with a rapid increase in users after the last attempt (probably due to the efficiency of the new platform). Hence, the frequency of changes and readiness of the users to follow the organization suggest that new digital migration would also be smooth if the choice of the new medium is reasonable.
However, MTS might face several constraints when transitioning to a new platform and changing the organizational framework. The first issue concerns the governing structure, which is a democratically chosen board of directors, consisting of serval persons. As mentioned in Bolman and Deal (2017), the more complicated the job structure, the more difficult it is to maintain a focused, closely integrated organization. In the case of MTS, the new platform would indicate more differentiated positions than just directors (for example, specific jobs of moderators, managers, and others), which indicates that the organization needs to reframe its governing structure. Moreover, a complicated administration implies more demand for resources to fund it, which is also a concern for a volunteer-based organization.
MTS also have some lucrative opportunities if it decides to move to the new platform. For example, it might engage in a more extensive dialogue with Iranian students from all over Canada, which constitute 4.7% of masters and 15.1% of doctors (Ivey Business School Foundation, 2020, p. 9). These numbers mean that there is possibility to acquire more than 200 existing users if the platform allows free joining policy. Moreover, MTS has an opportunity to reduce its moderating job due to the availability of spam blocking bots in such platform as Telegram.
References
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations. Wiley Professional Development.
Ivey Business School Foundation. (2020). Montreal Toheed Society: Managing social media platforms (9B19E021).