As colleges and universities across the United States continue to grapple with enrollment challenges, many are embracing the concept of customer service as way to improve the student experience and positively impact retention. However, as many institutions of higher education begin to evaluate their own organizational structure, the notion of combining cross-functional departments is one strategy that more intuitions are exploring in an effort to improve communication, collaboration, and efficiencies. This qualitative dissertation study sought to understand the ways in which communication challenges for disconnected, yet cross-functional, departments can impact the ability of individual employees to properly execute the core functions of their individual positions. Utilizing semi-structured interviews, I explored how two previously disconnected departments interacted with each other on a daily basis, including the understanding of communication distribution. Employees were then physically relocated into one physical unified student services department, called Student Financial Services, and provided a structured schedule of professional development and cross-training activities. Participants were then interviewed about their experiences after the transition was completed. The four major themes that emerged through the data analysis were: improved communications equal improved customer service, enhanced professional development identifies and minimizes gaps, cross training leads to innovation, and policies and procedures are best developed by those within the organization.