Migrating a call centre to a new worldwide team sounds like a logistics project. It isn't. It's a people project. And when you're coordinating over 35 people across multiple engineering teams with different cultures, processes, and priorities, the logistics are the easy part.
The risk wasn't technical. It was human. Without a shared sense of purpose and clear individual accountability, the project would quietly fragment long before anyone noticed.
We established a common focus across all teams, gave every person on the project their own weekly goal, ran creative team-building exercises to get engineering teams working together rather than alongside each other, and held weekly progress meetings built around problem-solving rather than status updates.
The Canadian call centre migrated to the global team on schedule, within six months. Customer satisfaction improved significantly. The Director of Global Support Services recognized the outcome as a company best practice. This wasn't the first time we'd worked with this client. It won't be the last.