Processes.

The biggest process transformation so far relates to the structural changes I described above. We’ve got quite a bit of it licked fairly rapidly because our technology partner had anticipated some of our needs – it seems we’ve not been the only ones thinking hard about social business.

Obviously we have a very long road ahead of us. The idea that we might collate and synthesize insight and knowledge from all influence flows in combination remains little more than that, an idea. We have greatly expanded our social analytics, measurement and workflow capabilities though, and we’re using our enterprise social network much more aggressively.

In particular, we are tweaking mechanisms for identifying expertise that might have been under-appreciated to date; making communication more open and accessible; seeing if teams might assemble organically; and making it all more searchable (looking for an answer) and discoverable (maintaining awareness).

John is heads down in some vendor communities teasing out best practice that should get us in better shape to execute our vision in the coming years. It should prepare us to take full advantage of the new components as they emerge, and to do so quickly.

He talks a lot about resource description frameworks and linked data, if these mean anything to you. Ask your IT people. Actually, buy them a coffee – they’re your new best friends so make it a good one.

It was the time of day when I was supposed to sum up our journey and shine a light on the way forward. We’d all seen how the topics of the day had joined up, so to speak, and I wanted to emphasize this in the wrap up.

“I’m proud to have joined this company because Attenzi is made up of people like you. You and your colleagues have made Attenzi what it is today – a well-respected company that makes well-respected products. We’ve been gifted this great heritage, and its beholden on us to build the future heritage. And make the numbers of course!

“The company has achieved its half-century because over those years its people have been sufficiently astute to recognize what to carry forward and what to change, what to protect and what to challenge. Sometimes, we have been at the vanguard of product design. Sometimes we have been fast-followers. Sometimes we have decided some things don’t fit the Attenzi way at all.

“You know however why I was invited to join the company. In recent months I’ve described it as Attenzi not sitting squarely in the world. So we got down to business together, turning the handle on the normal sort of stuff.

“People? Yeah, you know what, they’re great. Tick.

“Processes? Always room for improvement, and we’re on to it. But perhaps some of the stuff we’re talking about today will require us to re-shape current processes. Half-tick.

“Product? Our loyal customers are testament. Sure, we need to pick up the rate of innovation as the world speeds up, and we’re working on this. Hmm… half-tick.

“Culture? I like it. Mostly. And it seems most every one likes it. I’m sure there are companies out there who have superior ways of nurturing the right culture at the right time, but I never got the feeling we needed a revolution in this regard. Again, perhaps new ways of thinking about Attenzi will demand we adapt the culture accordingly, but on the basis we’ve already demonstrated our openness to this, I’ll give it a tick for now.

“So what is it? What’s next?

“Well, to put it simply, I don’t see it as anything more or anything less than moving with the times, and preferably sooner than the competition does, and the times sure are moving in unprecedented ways.