Early in the planning process, Kohler and her team developed a range of goals and success criteria, including finding a new phone, chat, email, and workforce management solution. The criteria also included improving customer satisfaction and reducing cost per contact. The team’s leader, A. Kohler, knew there was a better way to provide support in a contact center. She had to make a change—a big change. The expected change was so significant that she needed to bring in an outside partner to help plan and manage the project. The e-commerce team at a Berkshire Hathaway company faced a critical challenge. The company’s online store, featuring an extensive range of products from party supplies to holiday goods, experienced a dramatic growth in sales volume. This unprecedented growth led to a significant surge in call center operations, resulting in long hold times and customer dissatisfaction. Because the call center’s foundational technology was installed nearly 20 years ago, it couldn’t provide the level and velocity of support demanded by today’s shoppers. They no longer tolerate sitting on hold for an hour or more. Today’s online shoppers want immediate service or as close to immediate as possible. NAVIGATING GROWING PAINS WITH AGING TECHNOLOGY