by MELISSA GREGG, Intel
In the spring of 2019 I met Klara, a fashion blogger based in Malmö with a growing reputation in sustainable design. Klara was a classic millennial of the type I had been studying for years: ambitious, anxious, confident and concerned about her future job security. In the course of a long interview about her laptop routines, she worried about depending so much on devices. She was one of several participants in different parts of the world who were cynical about tech companies’ constant push to sell new products. She had high standards for quality, but didn’t think there were enough products available that focused on sustainability. Rather than feel guilty about buying something that compromised her brand, Klara was considering making her next computer purchase second-hand.
Several months later, the research complete and the presentations over, I am listening to another young woman from Sweden, Greta Thunberg. “This is all wrong,” she was saying on stage at the United Nations Climate Summit: “I shouldn’t...
This case demonstrates how ongoing ethnographic research from within a corporation led to the re-segmentation of a market. The first part of the case focuses on how a team of social science researchers at a major technology company, Intel, drew on past research studies to develop a point-of-view on the increasing importance of content creation across a range of populations that challenged the findings of a quantitative market sizing study. Drawing on earlier qualitative work, the team was able to successfully argue for the value of ethnographic research to augment these findings and to show how research participants’ orientations toward technology constituted a more significant, and more actionable way of segmenting this new market than professional status, the differentiator used in the quantitative study. The second half of the case highlights the process of driving business change...
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...
EPIC Profiles Series
by HEATHER S. ROTH-LOBO, University of North Texas
John W. Sherry, Director the Experience Innovation Lab at Intel Corporation, is a Keynote Speaker at EPIC2016—join us!
“Anthropology is really undersold.”
Dr. John Sherry’s words carry weight—he is Director of the Experience Innovation Lab at Intel Corporation. In addition to discovering ways to power innovation in this major multinational technology company, he works in Portland leading Oregon Smart Labs, an external business accelerator.
I recently talked with John about innovation, big data, and lean startup. He has made it part of his life´s work to interpret the way markets move and ideas shift around, and his intimate understanding of these dynamics has been driven by his passion for solving social problems with a creative imagination. The mixture of these elements paved John’s successful career as an established anthropologist in a company known for and reinventing computing around the world.
Anthropology is not only undersold,...
EPIC Profiles Series
by MIKE KIPPENHAN
[based on an interview with ken at the Intel Jones Farm Campus, Hillsboro, Oregon, August 25, 2014]
“Nobody liked them. No sense of humor.” These days ken anderson may not talk much about the French ethnographers he interacted with in Portugal’s Azores—or about his dissertation research at all—but when he does, his observations are acute. ken, now an ethnographer in Intel’s Cultural Transformations Lab and an EPIC board member, had an unusual approach to the work on that trip. “We were just laughing at everything because we didn’t understand what they were saying,” he said. “We thought laughing was a good thing to do.” Turns out, he was right.
Now ken is situated in a different host culture—Intel. He believes it took him over a year to fully appreciate how the company operated. He had worked for high tech companies previously, and naturally viewed his new employer through a similar lens. When it finally sank in that Intel was a manufacturing company in the high...
EPIC Profiles Series
by AMINA BENHIMA, Swinburne University
A PhD in French Literature and Cultural Studies from Duke University (1988-1994), Maria Bezaitis may appear to have a surprising career as a scientist inside Intel’s Interaction and Experience Lab. But as she says, her vast literary studies exploring modernist literary movements in the context of new technological developments, ultimately led her into such a field of work. Bezaitis felt she had learned about “the changing nature of everyday life” and it was this focus that forged her interesting career.
Of immigrant parents to the USA, Bezaitis mentions that her background possibly contributed to a core tension that created a sense of “always being on the outside or at the margins”. This fluent speaker in French and Greek as well as English drew her academic attention to language and “writing, writing and writing”. Bezaitis came to see language as crucially important to all endeavours. Language for her was the preferred methodology “to work out problems,...
by SIMON ROBERTS, Partner, Stripe Partners
This is a piece about certain types of objects. Those objects are models.
I want to suggest that models are objects that are central to the various practices in which EPIC People are engaged for three reasons. Firstly, they help manage situations of uncertainty. Second, they are tools for communications. Third, they represent technologies of enchantment.
Let’s take uncertainty first. Like it or not, life is full of uncertainty.
“Given the inherent ambiguity of all reality and the nagging suspicion that we always exist on the edge of existential chaos, objects work to hold meanings more or less still, solid, and accessible to others as well as to one’s self” (Molotch 2003: 11).
The lives of individuals and businesses are plagued by knowledge about what may be and what might become. Both individuals and businesses are always on the look out for anchors in a world of vertigo inducing uncertainty and ambiguity. Models are just such anchors. Providing anchors in an uncertain world...
SUSAN FAULKNER and ANNE MCCLARD
Two ethnographers from different parts of the same technology company set out to explore the role of women and girls in the worldwide maker movement. We wanted to know who is currently participating in the maker phenomenon, how they became makers, what motivates them to continue making, what kinds of things they make, and what their hopes are for the future. Most importantly, we investigated why women are underrepresented in the realm of tech making with the explicit goal of being change agents and triggers of transformation both within our company and in the broader technology landscape....
SUZANNE L. THOMAS and XUEMING LANG
Critical corporate ethnography does not stop at the field or our reports but extends into our day-to-day work in the office. Using the example of internal research conducted for next generation internet Café (iCafe) product development in the PRC, we will argue that corporate ethnographers must go beyond self-reflexive fieldwork to tackle the organizational and cultural politics of our domain expertise. In this latter context, we become conflated with “the field” and, indeed, our corporate value is equated with the veracity of our field representations. The situation becomes eminently more complex in MNCs where in-depth ethnographic research is analyzed and acted on in multi-national teams and where internal cultural differences and professional disagreements parade as divergent corporate interests....
ROGERIO DE PAULA and VANESSA EMPINOTTI
This paper examines the politics of visibility – the ways in which the work of ethnographers is positioned inside and outside organizations not only as means of unpacking the “real-world” but often as means to create business and marketing differentiation. We contend that the institutional embeddedness of ethnographic practices shapes “the where,” “the who,” “the what,” “the how,” and “the when” of doing ethnography. Thus, the choice of sites, who and what researchers choose to make ‘visible,’ the narratives about the field, and how and when they tell them are not without political and business weights. To examine visibility as this political question, we shifted our gaze from ethnography as a methodology and practice to ethnography as a part of a broader business and marketing discourse and strategy. Specifically, we explore a few particular encounters with the field and the organization that took place in course of two studies conducted in Brazil....
ELIZABETH (DORI) TUNSTALL
Framed by the idea that ethnography is a trans-disciplinary praxis, this paper adopts Alan Barnard’s framework of the theory as questions, assumptions, methods, and evidence (QAME) to compare how ethnographic praxis is approached across the domains of anthropology, marketing, and design. The companies Intel, Cheskin, and IDEO serve as exemplars for each domain, respectively. Through a content analysis of academic journals and popular media, the paper explores the discursive meanings of ethnography as a “boundary object” across many domains. The paper concludes with how Barnard’s QAME framework can be used to make visible ethnography’s multiple meanings so that practitioners can improve interdisciplinary collaborations within organizations and better articulate ethnography’s value to business....
This paper, based on a fieldwork conducted with community transport projects in rural Ireland, examines the place of mobility in the lives of older people. It uses the idea of journey to explore what mobility means to older people, what the research made visible to a diverse range of project stakeholders and to reflect on the nature of ethnographic projects in industry settings. For passengers, the journeying is often as important as the destination – travelling creates visibility of countryside, community and communion with others. For project stakeholders, the research encouraged a view of mobility that transcends travel because it highlighted the world beyond the bus. For researchers, the project created challenges to the dominant view of technology for ageing-in-place within their own organization. Finally, reflections are made on industry ethnography as a journey with often unknown destinations....
Ethnographic work in industry has spent two decades contributing to making products that matter in a range of industry contexts. This activity has accounted for important successes within industry. From the standpoint of ethnographic practice, however, the discursive infrastructure that has been developed to do our work within product development is now a limiting factor. For practice to evolve, we must look critically at the ways in which our current successes are indicators of a kind of stasis and that change is a matter of radically redefining the kinds of business problems ethnographic work should address and the values and behaviors associated with how we do our work....
ROGERIO DE PAULA, SUZANNE L. THOMAS and XUEMING LANG
Staying relevant (to the business) is at the heart of career-advancement and (increasingly) job-security, particularly, in a business unit. It embodies a number of different meanings to the different players in corporate—from supporting product definition to creating strategic plans to making the appropriate business decisions. Rather surprisingly, though, we find EPIC talking about it with a certain discomfort, particularly when it comes to affect our identities as social researchers. On the other hand, we, in the industry, have little choice but to “play the game” and find ways whereby we can best utilize our knowledge, experiences, skills, our unique perspective to endow us an edge—creating interesting possibilities to stay relevant. This paper investigates our own trajectories in the past few years in a product group at Intel where we suddenly found ourselves increasingly more involved with decision-making, taking actions that would ultimately affect the course of the...