Internal communication is always a subject of matter for organizations. The subject is or has, like many other things, been under transformation as a consequence of the more globalized and digitalized world we are currently living in. Moreover, in the wake of the Covid-19 pandemic, many companies have been recommended to continue their daily business from home in order to reduce the spread of the virus. Hence the level of digitalization at many workplaces has rapidly evolved. Since digitalization earlier has influenced other organizational areas rather than the daily internal communication the Covid-19 pandemic has revealed new areas of interest. Hence, this study aims to focus on one of them, specifically how operational decisions are communicated in a digital environment and whether a digital tool as Enterprise Social Network supports or disadvantages the communication around operational decisions. As a method to examine this area, a qualitative case study based on semi-structured interviews has been conducted. The data is analyzed based on previous research with the goal to build on and complement the existing findings within the area. Through the analysis of the data together with insights from previous research several findings are made. Among others, one conclusion is that an Enterprise Social Network in many cases builds bridges across departments and existing relations enhancing the quality of operational decisions. On the other hand, an Enterprise Social Network seems, based on its low effort using it creates information overload confusing the users. The low effort using the tool also invites more discussion, both in terms of the number of operational decisions taken and because of the increased amount of involved people. This also seems to cause information overload and also sometimes unnecessary enmity.