Today is my last day at Forrester Research.
Why am I leaving? Because I believe this new company offers both professional and personal growth opportunities. I’ve learned a lot at Forrester over the past 2.5 years about effective writing and public speaking/presenting; along the way, I’ve won internal “Best Research” and “Top Keynote” awards. And there are other skills I’ve acquired elsewhere that will now be put back into play, e.g. strategy formulation, project management, technology development, and budget/staff management. Now I’ll refine and develop new skills like business development and entrepreneurship.
Things are going pretty well for me at Forrester. George Colony is one of the smartest CEO’s I’ve worked for. At Forrester, an analyst can reinvent her/himself and stay refreshed, challenged, and engaged. So now, sitting near the top of my 2nd career development S-curve at Forrester is a great time to contemplate both internal and external directions – from a position of strength, affording time for patience, introspection, and due diligence.
That contemplation has led me to my decision to ramble on. My work experience includes a lot of companies you may recognize: General Electric, Prudential Securities, Deloitte & Touche, Arthur Andersen, Coopers & Lybrand, Andersen Consulting, Fidelity Investments, Razorfish, PUMA AG, Stride Rite/Keds, and Forrester Research. So why join a company that has yet to be named, without decades of brand history?
Because I believe the market opportunity is huge. And we get to build this one exactly how we want.
At a macro-level, businesses must adapt to a new world of work. As digital-born natives enter the workforce and all consumers assimilate new digital behaviors, organizations have no choice but to evolve from their legacy operational models, built on principles from the industrial revolution. We are now in the social revolution – a Groundswell of change. The idea of “command and control” has been turned upside down and the enterprise must avoid being crushed by the inverted pyramid.
Over the past two-and-a-half years I’ve been focusing on two major concepts: social computing and customer centricity. They fit very well together; becoming “socially successful” today requires that companies use process and technology to facilitate internal and external alignment. Your market is calling for this in a voice that gets louder every day. Unfortunately, many companies try to ignore what they’re hearing – and I see an opportunity in helping enterprises listen, learn, and take action.
Our yet-to-be-named firm will help companies and their new leaders unlock value from social computing within the enterprise, driving customer-centricity and effective engagement. The evidence of success will be found in culture and profit.
We will be hiring, partnering, building, and advising in the near future. If you’re interested in working with us to help change the world of work, email jobs at dachisco.com.