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...
SUZANNE L. THOMAS and TONY SALVADOR
This paper addresses three main issues: the fixation on the individual in corporate research, the emic need to privilege and represent relationships driving the political and cultural economic lived experience and the pressing need to find useful, effective ways engage corporate structures that otherwise are impervious to “views of the collective”. That is, we argue for a reframing of ethnographic work in industry (in some instances) from that of the individual to that of sufficiently contextually complete relationships people have with other people and institutions, especially when working with “emerging markets.” We rely on data and sources from comparative ethnographic work over time in several countries to identify what we need to study and to suggest new, more powerful directions for our research. We also suggest implications for how to navigate within corporate structures in order to liberate ourselves and our work....