Impulses for the implementation of innovative approaches
Many departments are looking for ways to improve their processes and integrate new ideas. The focus is often on how artificial intelligence can act as a supporting tool. It is less about forcing an immediate revolution and more about carefully accompanying the change process. In this way, individual teams can be empowered to recognise their potential and use it in a practical way.
In the technical field, for example, AI-supported sensor solutions help to improve production quality and minimise unexpected downtimes. In sales, the analysis of customer data opens up opportunities to customise offers and intensify customer loyalty. Automated processes for applicant selection also provide valuable support in the HR department and can take the pressure off HR staff. This diversity shows how broad the subject area is and how different the approaches are in individual departments.
Cross-industry examples of successful approaches
In the production department, for example, the use of intelligent sensor technology has significantly reduced the error rate. The entire production department benefited from this because unplanned downtime was reduced and employees were motivated to introduce their own improvements. Ongoing support from experienced coaches helped to promote understanding of the new technology and reduce inhibitions.
KIROI BEST PRACTICE at ABC (name changed due to NDA contract): The introduction of AI-supported sensor technology in production enabled the team to recognise potential quality deviations at an early stage. This led to a faster response to errors and fewer product losses. At the same time, a training programme was launched so that employees could familiarise themselves with the technology and contribute their own ideas for process improvement.
In sales, it became apparent that targeted data analyses enabled customer profiles to be created more precisely. The resulting offers were better tailored to needs, which led to higher closing rates. The support provided by a moderator proved to be helpful in making the technology understandable and integrating it into everyday life.
KIROI BEST PRACTICE at DEF (name changed due to NDA contract): Following the introduction of AI analyses in sales, the team was able to design more individualised offers. The experts helped them to interpret the data correctly and use it effectively in their customer approach. This resulted in a sustainable process of continuous optimisation by the team itself.
The HR department also benefits from departmental innovations when automated tools are used to select applicants. These measures enable a more targeted selection and reduce the administrative workload. Employees gain more time for other tasks and feel empowered by the reduction in workload.
KIROI BEST PRACTICE at GHI (name changed due to NDA contract): By introducing AI-supported selection processes in the HR department, the team was able to speed up the pre-selection process and better align it with the requirements of the job profiles. The support gradually gave them confidence in using the technology and opened up space for their own innovative ideas in recruiting.
Challenges in the support of innovation processes
Uncertainties often arise when new technologies are introduced. Coaching therefore emphasises the importance of not overloading the topic, but rather providing impetus and assessing the respective skills. In this way, employees can be individually supported to reduce their fear of new things and build up their self-confidence.
In addition, dialogue across departmental boundaries is an important source of new ideas. When customer service and the IT department network, for example, unexpected solutions to existing challenges often emerge. Promoting this kind of collaboration is a key component of a sustainable culture of innovation.
Future prospects through skills development
The sustainable establishment of innovations also requires managers and employees to develop the necessary skills. This requires clear learning paths and suitable training formats that are tailored to the requirements of the respective departments. This involves technical knowledge as well as the development of an understanding of innovation that promotes openness and critical reflection.
Both managers and employees often report that targeted support breaks down barriers and increases the willingness to embrace change. This allows innovation to be organised as a living process that can adapt dynamically to changing conditions.
My analysis
Driving innovation within the department requires a balance of inspiration, support and continuous development. KIROI Step 6 offers a practical framework that promotes the individual use of AI technologies without creating excessive demands. The positive feedback from various industries shows how important a customised and supportive approach is. This makes innovation tangible and sustainable, while at the same time empowering employees.
Further links from the text above:
AI as a threat or an opportunity in times of skills shortages?
Driving departmental innovation: Focus on KIROI Step 6
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