NITIM presentation

Boosting the Initial Phase of the
R&D Process by Applying Social
Media Technologies

NITIM 2011 @ Tampere
Ph.D. Candinate Tero Peltola
Industrial Management / Tampere University of Technology
Supervisor: prof. Saku Mäkinen

Outline
 Motivation and Context
 Reseach targets and Methods
 Schedule

tero.peltola@tut.fi / Industrial Management / TUT 17.12.11

Gartner Hype Cycle for Emerging
Technologies 2011

Source: http://www.gartner.com/hc/images/215650_0001.gif


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+


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 14.2.2011
http://emergingtech.ittoolbox.com/research/survey/toolboxcom-pja-social-media-index-wave-vii-
24002

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

Social Media Technologies and
Product Lifecycle

Product
development Testing

Concept
c
generation Commercialization

Budgeting and Postcommercialization
scheduling monitoring

Service
Planning


Development process and the idea of the
customer's dreams, desires and delights

 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.(*)

(*) Sources for example: Hise et al.,
Gomes et al.

Research walk-through

Literature
Social software review
Initial stage R&D process
installation
determination

Kick-off
Analysis
Reference Measured
data data

Analysis
Thesis


Research Targets
 Integrating social media technologies into
existing management tools
..
CRM
ERP
SCM
Supply Customers
chain Social
Media
..

Other organizations

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


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.


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


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.


Cross-functional Integration

Source: Nakata et al. 2010

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


Schedule


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

Contact information

fi.linkedin.com/in/teropeltola


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