Www.intel.com/research Intel Research Christine Riley Intel Research Oct. 8, 2004 People and Practices: Informing the Strategy of a Technology Organization.

www.intel.com/researchIntelIntel Research Research

Christine RileyChristine Riley

Intel ResearchIntel Research

Oct. 8, 2004Oct. 8, 2004

People and Practices:Informing the Strategy of a Technology Organization

People and Practices:Informing the Strategy of a Technology Organization

2IntelIntel Research Research

What is Intel Research?What is Intel Research? An organization within the Corporate Technology Group An organization within the Corporate Technology Group

(CTG) chartered to build the technical leadership, knowledge (CTG) chartered to build the technical leadership, knowledge assets and systems perspective to make Intel the preeminent assets and systems perspective to make Intel the preeminent driver of emerging information technologies. Key goals are: driver of emerging information technologies. Key goals are:

Establish Intel as a Research Leader in Ubiquitous Computing: Establish Intel as a Research Leader in Ubiquitous Computing: Software, Systems, Networking and Applications ResearchSoftware, Systems, Networking and Applications Research

Build and develop Intel’s networks in the research and university Build and develop Intel’s networks in the research and university communities in order to identify ‘disruptive’ technologies and events communities in order to identify ‘disruptive’ technologies and events taking place outside of Inteltaking place outside of Intel

Gain systems perspective through prototyping and data driven analysisGain systems perspective through prototyping and data driven analysis

Lay the groundwork for sustainable technical leadership and make Intel Lay the groundwork for sustainable technical leadership and make Intel a leader in Internet-era researcha leader in Internet-era research


What is unique about Intel Research?

What is unique about Intel Research?

Research is largely exploratory Research is largely exploratory Off roadmapOff roadmap 7-15 years out on timeline7-15 years out on timeline

Innovative collaborative model engaging with key UniversitiesInnovative collaborative model engaging with key Universities ““Lablets” – Intel blue badge facilities co-located on University campus Lablets” – Intel blue badge facilities co-located on University campus

to facilitate collaborationto facilitate collaboration Open Collaborative Agreements signed with UniversitiesOpen Collaborative Agreements signed with Universities

Strategic Research Projects inside Intel Strategic Research Projects inside Intel Technology transfer mechanism from open collaborative research Technology transfer mechanism from open collaborative research Proprietary exploratory research outside scope of any business unitProprietary exploratory research outside scope of any business unit

Includes focus on human side of technologyIncludes focus on human side of technology Internal People and Practices Research LabInternal People and Practices Research Lab

Alignment of University engagementsAlignment of University engagements Research Council, Academic Relations, Labs, Visiting Faculty, etc. Research Council, Academic Relations, Labs, Visiting Faculty, etc.


PaPR - Who We ArePaPR - Who We Are

People and Practices ResearchPeople and Practices Research (PaPR)(PaPR) Expand Intel’s business opportunities by Expand Intel’s business opportunities by

providing detailed, holistic understandings providing detailed, holistic understandings of the motivations, practices and of the motivations, practices and institutions of people that will shape and institutions of people that will shape and be shaped by Intel’s technologybe shaped by Intel’s technology

Multi-disciplinary team of anthropologists, Multi-disciplinary team of anthropologists, psychologists, interaction designers, and psychologists, interaction designers, and engineersengineers

Intel ResearchIntel Research

Long-term research into emerging and Long-term research into emerging and disruptive technologies, centered on disruptive technologies, centered on addressing the challenges in a vision of addressing the challenges in a vision of ubiquitous, proactive computingubiquitous, proactive computing


Our MissionOur Mission

Enabling a robust ubiquitous / proactive Enabling a robust ubiquitous / proactive computing future by “Getting out and getting real”computing future by “Getting out and getting real” Generating a broad, robust understanding of “systems”Generating a broad, robust understanding of “systems”

Beyond technology components to the human, social, cultural, Beyond technology components to the human, social, cultural, economic and political systems they interact with. economic and political systems they interact with.

These systems are often emergent, unplanned, unpredicted.These systems are often emergent, unplanned, unpredicted.

Identifying broad application spaces (the archaeological Identifying broad application spaces (the archaeological survey model), survey model),

Developing and evaluating new usage models Developing and evaluating new usage models (archaeological digs)(archaeological digs)

Engaging with lead users in new and previously Engaging with lead users in new and previously underdeveloped domains.underdeveloped domains.


Ethnography: the recording of human culture

Ethnography: the recording of human culture


Our PerspectiveOur Perspective First and foremost, human-centered, ethnographic and First and foremost, human-centered, ethnographic and

design-oriented: design-oriented: Understanding human needs and desires Understanding human needs and desires

Understanding the ways people and technologies affect each other.Understanding the ways people and technologies affect each other.

A A globalglobal approach: approach: Importance of cultural factors / worldwide opportunitiesImportance of cultural factors / worldwide opportunities

A A criticalcritical approach: approach: What unspoken assumptions about end users are built into What unspoken assumptions about end users are built into

technologies?technologies?

A pragmatic, opportunistic approachA pragmatic, opportunistic approach Where are the vaguely understood, emergent trends and Where are the vaguely understood, emergent trends and

opportunities? Where isn’t everybody else looking?opportunities? Where isn’t everybody else looking?


Our MethodOur Method


From Mobility to Ubiquity:Recurrent Themes

From Mobility to Ubiquity:Recurrent Themes


Understanding mobility professionals in terms of

► people ► environments ► activities ► objects

and how all of these interact

beyond laptops, cell phones & wireless internet access

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A simple framework

• People• Practices• Environments• Objects

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A simple framework

• People• Practices• Environments

– Macro – infrastructure, climate, geography

– Micro – posture, ambient light, etc.

– Temporal – attention, duration

– Social / cultural - appropriateness

• Objects

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1997: “fish and chips”

• Goal: build on “anywhere in the home” research to drive computing into work environments beyond the desktop oasis.

• Key insights (“knowledge work” happens everywhere)– Informal communication

– Documenting “in the flow”

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• Key insights (“knowledge work” happens everywhere) – Informal communication


– Awareness

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• Key insights (“knowledge work” happens everywhere) – Informal communication


– Awareness

– Technologies that are robust, self-reliant and self-organizing

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2000: “road warriors”, “around town”

• Goal: to understand and lead in the shift to mobile

• Key insights– The “jazz” of going mobile: planning

and improvisation

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and improvisation

– The origins of digital content = self and close associates

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and improvisation

– The origins of digital content = self and close associates

– Balancing “here and now” with the remote but important

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2001/2: a global perspective

• Scandinavia – fluid coordination

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• Scandinavia – fluid coordination• Japan – an explosion of devices

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• Scandinavia – fluid coordination• Japan – an explosion of devices• Korea – pockets of intensified use

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• Scandinavia – fluid coordination• Japan – an explosion of devices• Korea – pockets of intensified use• UK – the relationship between mobile technology and the

experience of place

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• Scandinavia – fluid coordination• Japan – an explosion of devices• Korea – pockets of intensified use• UK – technology and place • Morocco – the role of mobile tech

in economic development

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2002/3: “ubicomp at work”

• Goal: to understand the role of ubicomp in work environments under-served by technology

• Key insights: – Manufacturing:

• environmental constraints

• informal knowledgesharing

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• Key insights: – Manufacturing

– Agriculture: • Multiple perspectives on

common processes

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• Key insights: – Manufacturing

– Agriculture

– Retail: • Technology in

daily transactions

www.intel.com/researchIntelIntel Research Research

Back to global perspectives

Back to global perspectives

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ASMOASMO EMEAEMEA APACAPAC IJKK

IJKK

the world is more complicated than this map suggests

hypothesis: that there are strong cultural variations in the aspirations, needs, desires and lifestyles of the ‘new rich’ in APAC, and that these variations have important implications for the design, innovation and marketing of new technologies.

research strategy: identify new users and new usages and new usage models for computing technologies in APAC through multi-sited ethnographic fieldwork in 7 APAC geographies with focus on urban early adopters (ie: middle class, new rich)

29Inside Asia

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education is important everywhere

education means different things in different Asian cultures– for upward social mobility (for self and family) or stability (filial

piety)– as a fulfillment of cultural expectations– as part of cultural/religious training

rich technology ecology is playing an increasing role in education and life-long learning. PCs, the internet and public web-kiosks all provide access to content and curriculum

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families are important to everyone

strong values placed on extended family, social relationships, networks, and sociality.

new technologies are helping remap family and other social relations– keeping up relationships over long distances through chat, SMS– using internet to participate in festivals and social activities– allowing social reciprocities

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IT is a portal to your government

Asian governments make strong implicit & explicit statements about value of new technologies.

many govts. creating strong online presences & public access points– policies and agendas re: technology– encouraging participation in ‘technology’ revolution– e-government agendas (including movement of services online)

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new technologies & religious practices co-exist in Asia

ICTs are also supporting and becoming incorporated into religious and spiritual practices– SMS notifications of auspicious dates and activities– Quiblat and salat notifications (www.ilkonetel.com) – blessing of objects– Online burial/mortuary sites (i.e: www.ev911.com)

re-thinking of cultural work of technology

http://www.ilkonetel.com/

http://www.ev911.com/

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The Next 10% - shared access

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The Next 10% - Village Computing

Business Model:Use Local Entrepreneurs to drive ICT

Entrepreneur-driven operator assisted telephone booths (STD PCOs) introduced in India in 1987 Today in urban areas:

950,000 such PCOs covering every street of smallest town generate 25 % of total telecom income 300 million people use these PCOs

Lesson for Rural: To serve Rural people with incomes

less than $ 1/day, aggregate demandand let Entrepreneurs drive it

Aid/ Grant does not scaleSuccessful Enterprises can scale to all villages

n-Logue : A Rural Service Provider aggregate demand into a kiosk owned & driven by a local entrepreneur

$1000 (including taxes) per Kiosk providing telephone, Internet, multimedia PC with web-camera, printer and power back-up for PC

plus Indian language software, video conferencing software, training and maintenance

set up by a village entrepreneur on the lines of urban PCOs provides telephone, stand-alone Computer and Internet services needs $75 per month to break even (7cents per person per month)

Innovative Business Models

Kiosk: Bouquet of Services (besides telephony)

Learning typing Computer education Photography movies on CD DTP work Email/voice & video mail E-Government Video conferencing

providing Tele-medicine Vet Care E-learning E-Agriculture

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Sustaining Cultural Identity and maintaining economic sustainability

through bits and bytes in Nepal

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Happy goat recipient

41Intel Pentium 4

42Happy Father’s day-”Buba Ko Mukh Herne Din”

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Dear Thamel.com family,

Simply Brought tears to my eyes after looking at my father’s picture whom I have not seen in 13+ years…thank you thamel.com you made my father’s day this year very very special. Who would have thought one day I would be able to look at my father’s face on “buba ko mukh herne din.”

Kamala ShresthaUSA


Strategic ValueStrategic Value

Identify & Incubate Usage Models & Identify & Incubate Usage Models & CapabilitiesCapabilities

Inform Product PlanningInform Product Planning

Infuse New Ways of Thinking about Infuse New Ways of Thinking about Computing/Communications into StrategyComputing/Communications into Strategy

Uncover New Worldwide Market Uncover New Worldwide Market OpportunitiesOpportunities

Proliferate Methods for Breakthrough Proliferate Methods for Breakthrough InnovationInnovation

Www.intel.com/research Intel Research Christine Riley Intel Research Oct. 8, 2004 People and Practices: Informing the Strategy of a Technology Organization.

Documents

research leader

practices research papr

applications research

internetera research

intel gain systems perspective

technology organization

technology internal

proactive computing