JULIA KATHERINE HAINES
University of California, Irvine
The aim of this paper is to explore the potential for ethnographic approaches in technology startups and the venture capital firms that support and control them. The current practices and model of innovation aim for “disruptive innovation,” but most efforts fall short, prioritizing mass diffusion and not focusing on where true disruptive innovation lies—creating a change in meaning. I argue that an ethnographic approach can lead to innovation of meanings, bridging the gap between radical innovation and diffusion, and creating disruptive innovation. I discuss some ways ethnography can help product innovation in the startup sphere. But, more importantly, I discuss how ethnography holds great potential for reshaping the VC field, by driving meaning into the VC I then highlight alternative viewpoints that move beyond the “realist” perspective.
Keywords: Innovation, Technology, New Product Development, Finance...
In this never before shared case study, we explain how our UX research team increased its scope of work from surface-level UI issues to a full portfolio of user-centered research. We use organizational ethnography and organizational change literature to develop a three phase model of research team growth. We then discuss the implications of our model for strengthening ethnographic praxis in cultures dominated by usability engineering. We conclude with a reflection on building internal bridges to facilitate change. Keywords: organizational change, UI, UX, research, ethnography, usability, lean....
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,...
by JULIA KATHERINE HAINES
There are many ways to view Lean. Lean is a business science. It is a product development method. And in many ways, it is a communication medium. In my research with startups, I’ve also heard Lean referred to as a religion.
If Lean is a “religion” in the new startup era, I’d like to propose another way to view Lean in practice. In this piece, I will show how Lean as a practice within startups fits the mold of a ritual—and how impactful such rituals can be. But I also want to suggest how Lean as a ritualized, or routine, practice can be problematic.
But first, a little background on Lean.
I have been studying startups that are participating in accelerator programs globally. Through my experience and close examination of startups and innovation, I found an underlying thread that connects them—it is, invariably, Lean. Lean Startup helped spur a startup mania around the globe. It was the first model to really describe startup creation as a science.
The concept of Lean traces its roots...
JULIA KATHERINE HAINES
Startup accelerators have expanded worldwide in recent years, fostering the development of technology startups and spreading Lean practices and Silicon Valley values to all corners of the globe. These accelerators clearly create value—for the teams whose development they foster, the products they create, and the larger ecosystems they build. But there are also a number of challenges arising from the model and how it is implemented in different contexts globally. Through fieldwork at accelerators in Singapore and Buenos Aires, I investigate the global expansion of this innovation model. In this paper, I discuss the most salient challenges and discuss potential opportunities emerging from these challenges, and how other methods and practices such as design thinking, intensive user research and flexible, bottom up-approaches can add value to the accelerator process. I also highlight mutually beneficial ways the EPIC community can become more involved in startups ecosystems....