| dc.description.abstract | With increasing amounts of data being available, companies are investing to become
data-driven with goals of increased performance, productivity, and profit. However, few
companies are able to succeed with their investments. This might be due to a disproportionate
focus on data and technology compared to the necessary internal processes and culture needed
to leverage it in decision making. Thus, the purpose of this study is to explore the extent to
which data-driven decision making can be used in product development. Using a single-case
study research design with semi-structured interviewing, this thesis explores data-driven
decision making as well as the enabling factors of it. Through a thematic analysis, four major
themes emerge. These are the process of data-driven decision making, the collective process of
data-driven decision making, enabling factors, and data-driven decision making based on
assumptions. This study answers the research question by stating that data-driven decision
making can be used in product development to a certain extent. However, to what extent it can
be used appears to depend on how well the process of data-driven decision making gets
implemented, if a collective effort is made, and to what extent the enabling factors are present. | en |
