Amplify is made up of three divisions - two start-ups and one legacy from the acquisition of another company - spread over two main offices (and a few remote development offices). Not shockingly, this has created a few cultural divides which we're continuously working to overcome. Employees should be excited about their division, but there should also be a wider understanding of how we're all building something larger than the sum of our parts. It would be good to see cross-divisional projects. (Perhaps a pilot in which the Access tablet is loaded with Learning software to run a classroom?)
From an internal organization / bureaucracy perspective, we are in the unusual position of needing to both build (efficient, streamlined practices) and shave away (the cumbersome, process-heavy ones). A challenge, to be sure, but also a great opportunity to realign our substantial resources to better produce an innovative culture as well as innovative products.