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Boosting the Initial Phase of the R&D Process by Applying Social Media Technologies
NITIM 2011 @ TamperePh.D. Candinate Tero PeltolaIndustrial Management / Tampere University of Technology Supervisor: prof. Saku Mäkinen
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Outline
Motivation and Context Reseach targets and Methods Schedule
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Gartner Hype Cycle for Emerging Technologies 2011
Source: http://www.gartner.com/hc/images/215650_0001.gif
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Non professional softwares
Facebook Over 750 million active users
Google+ c. 25 million
Qzone c. 480 million
Twitter Over 200 million
LinkedIn c. 100 million
Source: Wikipedia, Facebook.com, Google+
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Forecasts: using social media technologies in companies
Use of social media technologies will be increased, as only 5 out of 115 companies estimated that they will not use them in future.
In addition to marketing and PR, R&D process and internal communication are considered to benefit from social media technologies.
Estimated to become more important tool for internal communication than for PR
Over 81% (IT professionals) are motivated to participate in online communities by the desire to help peers solve problems.
Sources: EVA_Sosiaalinen_media_yrityskäytössä_yhteenvetoraportti.pdf : published 14.2.2011http://emergingtech.ittoolbox.com/research/survey/toolboxcom-pja-social-media-index-wave-vii-24002
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Assumptions for Social Media Technologies to be used
(1)When people from the other department help me, I will want to repay it by the all means.
(2)A personal relationship with people in the other department is part of daily life.
(3)When I meet with trouble at work, people who are using SMT with me will help me even it is not their responsibility accord to their work description.
(4)When conflict occurs between two departments, people in different departments can overcome it if they have using SMT.
(5)If I am using SMT with people in the other department, I can get extra help, for example, they can deal with my issue quicker and more efficiently.
Source: Analogy to Perks et al. 2009
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Social Media Technologies and Product Lifecycle
Planning
Budgeting and scheduling
Concept generation
Testing
Commercialization
Postcommercialization monitoring
Service
Product development
c
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Development process and the idea of the customer's dreams, desires and delights
(*) Sources for example: Hise et al., Gomes et al.
At Fuzzy Front End fragments of information are collected and the coherent mindset for the R&D project is established.
Communication between different organizations is highlighted during FFE.(*)
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Research walk-through
Kick-off
Initial stagedetermination
Reference data
R&D process
Measureddata
AnalysisThesis
Literature review
Analysis
Social softwareinstallation
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Research Targets
Integrating social media technologies into existing management tools
Supply chain
Customers
Other organizations
..
CRM
ERP
SCM
Social Media
..
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Research Targets
Integrating social media technologies into existing management tools To gather the coherent vision of customer's
dreams, desires and delights accross organizations
To boost FFE in the beginning of the R&D process to be more effectively and efficiently
Beyond microblogging
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Quantitative metrics for the software Traffic
Avarage time spent Unique / repeated visits ..
Structural Followers Contribution per follower ..
Activity Number of feeds Number of activities ..
Innovation Submitted and Approved ideas Number of companies to continue utilizing StreamWork ..
Source: analogy to Errasti et al.
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SAP StreamWork
Microblogging, virtual teams, decision making tools, document storage & version management, online meetings
Using available and recognized social intelligence management tool enables Integration to other SAP applications Convincing Results and findings are easy to adopt
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Quantitative metrics for the R&D Process with social software Quality
Determinated value [1...10]
Reliability of delivery Estimated vs. Realized schedule
Price Number of ”the late design changes”
Source: analogy to Errasti et al.
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Cross-functional Integration
Source: Nakata et al. 2010
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Presumable results
Software related results Majority of users will contribute the
R&D process R&D process related results
More efficient R&D process Company related results
New communication methods
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Schedule
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Thank you
Further questions?
References:
Helen Perks, Kenneth Kahn, and Cong Zhang, An Empirical Evaluation of R&D–Marketing NPD Integrationin Chinese Firms: The Guanxi Effect, Journal of Product innovation Management, 2009, issue 26.
Cheryl Nakata and Subin Im, Spurring cross-functional integration for higher new product performance : a group efectiveness perspective, journal of product innovation management, 2010, issue 27
Richard T. Hise, Larry O'Neal, A. Parasuraman and James U. McNeal. Marketing/R&D interaction in new product development: Implications for new product success rates,Journal of Product Innovation Management, Volume 7, Issue 2, June 1990, Pages 142-155
J.F.S. Gomes, P.C. de Weerd-Nederhof, A.W. Pearson, M.P. Cunha. Is more always better? An exploration of the differential effects of functional integration on performance in new product development, Technovation 23, Elsevier, 2003
N. Errasti, I. Santos, O. Lizarralde. Social Software in Support of Collaborative Innovation Processes. Proceedings of ERIMA 2010, Germany