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...