Just as in the case of most profitable business organizations, for stakeholders, the main concern should be making their end-user(s) happy, content and loyal-returning customers. Within this particular case study, a blue-chip company identifies and refers to the percentage of their customer base who demonstrate high levels of self-content as “top-box” score. Like most companies that operate in numerous scattered national locations with no centralized management team or hub, this particular blue-chip company deduced that their team's service and engagement levels weren’t decreasing as rapidly, however was in part a direct result from geographical dissonance, cultural barriers, lack of investment and organizational newness (Padgaonkar, 2007). Note, the company “deduced” or proactively identified the problem before there was a problem. By way of market research and analysis, stakeholders quietly learned unforeseen changes within the market of automated servicing and created a high-level strategic game plan, which took place over the course of several months, to significantly improve “performance for the employees, customers and shareholders” one mindset at a time (Padgaonkar, 2007). Development in core identified areas showed rapid and immediate improvement as a direct result of tackling problems areas head-on: increasing a sense of urgency, breaking down silos infrastructures and or business units, clear and concise communication, customer engagement and performance management for field employees.