That's an interesting change. I wonder if there would be any symptoms during the first year of "dislocation" from the actual manufacturer, and would that result in any challenges for people that used to deal with other teams internally? If so, there might be a couple of things to anticipate as challenges (especially for the "old" ones initially, but also for newer ones that confront growing pains with an operational overhaul). It's hard to invest confidence in new teammates, sometimes customer service or project management teammates can be like tough customers toward others in the larger picture. Another possibility: I'm wondering whether you would find any useful challenges for the CSRs that create an opportunity for them to be the champions of making change work. I'm being really theoretical and general (you know your company and you have some specific ideas for goals)...I have seen lots of times that a change had a beauty behind it that human nature will only accept as an ugly thing. If change is an ugly word for the human beings you want to rely on, I am guessing it would be nice to find concrete ways that people can be expected to take certain probable things you would confront with X change and turn them into achievable (because dissectable) tasks--with an outcome that has CSRs finding themselves making a new world work for self and others. And being evaluated on that.
Does that do any good? | 
