Rochdale vs chesterfield betting expert sports
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- Автор : Yojas
- 10.06.2019
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Flux betting trends
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This approach emerges from very specific sets of changes taking place presently in the technology sector and the desire to apply ethnography, interpretive work, theory to figure more explicitly as the central mediation between businesses and the social world. To elaborate: our job is to produce knowledge about the social world for companies to use to continue to create value and to shape that knowledge in ways that are meaningful to the businesses in which we work.
The position of so many practicing ethnographers has been that needs are derived from listening to what people say and watching what they do and then delivered back to the corporation as insights culled from the field. Thus, our second big problem: our modalities as generative intermediaries have to evolve, sometimes dramatically, to remain effective.
Old business models stop working. Product categories or product life cycles no longer generate sufficient value. Unfortunately, in the last two decades ethnographic praxis in industry has not evolved in any substantive manner to meet the evolutions happening in businesses.
Ethnographic praxis remains trapped in its equation of observational methods with knowledge production in other words, ethnography is observation. Technique innovations do not count as substantive change when the assumptions about what kind of knowledge is generated by said new technique do not evolve commensurately.
As Intel tries to shift its basis for value creation from one of chip provider to computing solutions provider, we are exploring new kinds of questions and work practices. Our argument is simple: if you can track changing cultural frames, the likelihood is high that these changes can be leveraged for new opportunities in the business landscape. This argument emerges from our point of view about the everyday life of the internet and device proliferation which is that the social world and the technological world co-evolve, that one acts on the other, and that in this climate of co-evolution fundamental social frames begin to transform.
Over the last decade, there has been a shift in the business challenges we face at Intel. In addition to power and performance, there are other criteria that people bring to technology purchase decisions. These two points alone mean that Intel needs to evolve its strategy for the kinds of value it delivers both to customers and to people who buy finished products and services.
Intel is responding by diversifying product lines and getting serious about computing solutions, which means software and services in addition to silicon. Our partners have seen massive changes and new pressures to their businesses. The rise of big data, cloud computing and server farms, the lack of differentiation in technology hardware, the very fact of Apple, the multiple OS options available to people have created a host of new challenges to address.
For Intel and the tech sector more generally, the competitive landscape has evolved substantively in the last decade. The group does indeed assume responsibility for current product roadmap focus. Concurrent to this work, we invest in more exploratory research that seeks to identify wholly new business opportunities.
The attempt to make sense of the business landscape by looking at the social world is not new to industry. If one aim of the work has been a shift away from trends, another had been a shift away from studies about cultural values to key sets of relationships and frames and their associative practices. Values can easily lead to circular thinking as being both the cause and the effect.
Values and trends are always known phenomena and can be applied readily as cause and effect; instead, our flux approach emphasizes uncertainty. Our bet is that flux does lead to transformation of the corporation and by extension of the world. This type of work that seeks to produce knowledge about the social world that is informed by observational work, theory, narratives that advocate for people, without a priori product interests in mind typically happens in more academic settings, if at all, with non-revenue oriented interests shaping the work.
Our bet is that if we can move social research a few steps away from existing product interests, and look specifically for relationships, frameworks and practices in flux, we can produce the raw material from which to imagine new futures for the businesses in which we work. Relative to the experience models of the 90s and the frameworks that so many applied ethnographers have focused their work to deliver, shaping informed fictions is an act that concedes a couple of important points, both central to the Flux endeavor.
First, we seek to introduce new space between observational data, the people and 2 The uncertainty dimension is central to the rationale for doing this at Intel. They create the possibility of enhancements. Cultural values, similar, are about a passive move of adoption, reaction and appropriateness. Flux areas, on the other hand, are about the uncertainties which enable a corporate intervention strategy which in turn shapes the relationships and frames that may emerge. We seek to disrupt the tight, transparent linkages between all of those points—that people can be represented by observational data and that corporations can use any of this in a direct fashion.
Second, we want to offer up a challenge and responsibility to the researchers who do this work within corporations, individuals who mediate between businesses, people, and the associated institutions, policies and regulations. They want answers, compelling ones, capable of motivating points of view and change. Within the corporations we work for, this point sums up our political potential.
Each of these designates a sphere of social activity which has been stressed by digitization. In response to this stress, we see signs of change both in the formulation of associated practices and in the expectations, motivations, desires associated with those practices.
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