What a long, strange trip it’s been.
It’s a good fit; the core Dachis Group principles of social business design fit well with the Sprinklr concept of social experience management.
I’ll write more on the future later, but for now I’d like to take a look back. Over five and a half years, we built the world’s largest social business consultancy, completing six acquisitions, expanding to nine cities, and employing over 250 people. What a long, strange trip it’s been.
In July 2008, here’s what I wrote about what we were setting out to do:
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.
The core concept that resonated with our clients and drove the growth of our business was what we ended up calling “social business.”
The end game should be an entirely social business. Not just point solutions to improve existing processes or programs – new ways of connecting and collaborating. Business models will change. Customer-centricity becomes a moot concept, as “us” and “them” no longer exist.
We were successful in helping spark a global movement. In the beginning, we had to fight to win remnants of marketing and IT budgets. Today, businesses understand the need to shift into social business and have devoted hundreds of millions of dollars to prepare for the future. With the successful acquisition of Dachis Group, our part in the story of social business comes to a close and becomes part of a new emerging narrative.
I learned plenty of lessons along the way about myself and others. About SaaS and services. About winning business, retaining business, and losing business. About founders and employees. About hiring people and firing people. About VCs and bankers. About spending money and saving money. About acquiring and being acquired. I don’t have stories about private jets and private concerts, but I do have plenty of direct experience in helping companies engage their ecosystems and become better prepared for business success in the face of the information revolution.
Thank you to everyone who’s been part of the Dachis Group journey: our clients, employees, alumni, investors, business partners, and supporters-at-large.