EPIC2019 Panel, Providence, Rhode Island
KEN ANDERSON, Principal Researcher, Intel Corporation
LIZ KENESKI, Head of Privacy Research, Facebook Inc.
PETER LEVIN, Principal Researcher, Autodesk
ELENA O’CURRY, Senior User Researcher, Uber
JEFF SOKOLOV, Designer & Researcher, IBM Watson Health
Algorithmic systems are increasingly integrated into the physical and digital infrastructures of our lives. The borders of privacy are being pushed and redefined, provoking new debate about what privacy is. All corporations claim privacy is important, but what does that mean? Panelists will consider what privacy might look like or mean when individuals are tied into multiple networks, both human and AI.
KEN ANDERSON, panel chair, is an anthropologist, who is a Principal Engineer in Next Generation Standards at Intel Corporation. He does pathfinding at the intersection of technology, strategy, and the human experience to drive towards creating technology that enables us to have richer relationships,...
Intel CorporationPETER LEVIN
Intel CorporationBRANDON BARNETT
Intel CorporationMARIA BEZAITIS
While ethnography has been integrated into the design research, new product development and corporate strategy, it has been less well integrated into path-finding for new business opportunities. We’ve developed a model for path-finding research that has three core parts: creating a business opportunity hypothesis from social flux, testing and validating the hypothesis, and catalyzing opportunities for the corporation. We provide a case study of how we used the approach around The Data Economy. We highlight three important aspects of the approach: shift of research focus from context to ecosystem; robust action, rather than funnel development for concepts, and present a tool we created called the Business Opportunity Canvas to convey research findings into action. We then highlight the direct implications of this shift for ethnographic projects, from a focus on how knowledge is produced and description of...
by PETER LEVIN, Intel Corporation
Intel recently ran an internal marketing conference, where a research firm shared with us a dozen or so technology trends, each with potential to “disrupt” our business. To narrow down discussion about these trends, we were asked to “vote” on which of these trends we thought were most important. And then we could focus our attention on those. While the conference ended up being interesting (maybe more for the networking than the content), I left wondering things like why voting would matter for determining the consequences of future shifts on our markets. And I left wondering about the kinds of insights work we need to produce in corporate environments and the deep challenges we face in producing those insights.
In my previous life as an academic sociologist, insight really means a search for foundational causation and theory. For academics, foundational theory matters so much more than discovering the “next big thing.” Moreover, one can be a successful academic by doing all root-cause...