This paper explores ways in which ethnographic impact in a large technology corporation is perceived, re-defined, and recognized – by both practitioners themselves and corporate stakeholders. The authors trace a history of ethnographic successes and stumbles, and ways they have confronted a strong usability paradigm that has shaped organizational assumptions of impact and value for product research. They then identify ways in which contextual analysis of their own practice in the corporation led to the successful creation of a strategic engagement model for ethnography, resulting in its growing influence. Through critical analysis of the conditions of influence in their own organization, the authors’ propose some broader frameworks for ethnographic impact and raise some questions for the EPIC community regarding business value, ethnographic identity, and organizational authority.