Having spent a couple years in enterprise support, I would guess that less than 20% of the workforce carried over 80% of the weight. This was my first experience working in a support organization, and at first I assumed it was due to unusually lacking management, but after meeting people in similar roles elsewhere I think it's par for the course.
Support seems to suffer from the Peter Principle[1] more than the other enterprise departments. The few competent people who were around me were almost always using the support role as a steppingstone to learn a new technology, with no long term plan to stick around, nor any desire for promotion within the organization.
Like many new hires, I starting identifying process issues that occupied a lot of time that should have been spent more efficiently. I even documented the issues and proposed changes to improve organizational efficiency to management, who said "good stuff, thanks" but then went on fighting fires instead of preventing them in the first place. These were very basic improvements easily understood by anyone with a technical mindset who spent a week or two observing our support process. A couple years later and I hear nearly identical ideas are finally being phased into the process. I take no credit, because the people with whom I shared the ideas have moved on.
This turned into a bit of a rant, but the gist of it is I see a huge opportunity for disruption of the customer support process for any company with regular case intake. For the sake of everyone who ever needs to obtain support, which is all of us, I hope your team succeeds!