Department optimisation: With KIROI step 6 to innovative ideas

Department optimisation: With KIROI step 6 to innovative ideas

Departmental optimisation is a key challenge for many companies because it influences numerous processes and structures. It is particularly important to provide the right impetus for innovation and to support teams in developing creative solutions. KIROI Step 6 supports precisely this process by guiding departments to generate innovative ideas and thus achieve continuous improvements.

Innovative ideas as the driving force behind departmental optimisation

Companies often turn to us with questions about how they can optimise their departments without falling into rigid processes. It's not just about improving existing processes, but also about developing new approaches that actively drive change. This is exactly where KIROI Step 6 comes in, by encouraging teams to promote creative ways of thinking while utilising structured methods.

In practice, it looks like this: For example, a marketing department can use KIROI Step 6 to develop various ideas for addressing customers that go beyond standard campaigns. At the same time, these ideas are evaluated according to their feasibility and impact, resulting in a realistic and value-adding innovation process.

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) As part of the departmental optimisation, the sales department systematically identified new ways of interacting with customers using KIROI Step 6, including innovative webinar formats and personalised offers that were developed and implemented through collaboration between different teams. This not only strengthened customer loyalty, but also opened up new sales potential.

How KIROI Step 6 supports creativity in departments

An important aspect of departmental optimisation is that employees can express their ideas freely and at the same time have a clear framework for implementation. The sixth step of the KIROI model offers just the right balance for this: it introduces methods that encourage creativity, such as brainstorming and morphological boxes, but anchors these in a process that identifies concrete next steps.

The combination of creative techniques and pragmatic analyses is particularly helpful. For example, an IT department can use the Ishikawa diagram to analyse the causes of problems in more detail and then develop and test innovative solutions in the next step. This combination of innovation and analysis is often successful in departmental optimisation.

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) In a production department, potential weak points were identified with KIROI step 6 and creative approaches were developed with an interdisciplinary team to reduce the use of materials. The resulting prototypes were tested within a short period of time and have already been optimised several times, saving both costs and resources.

Promoting cross-departmental cooperation

Another important realisation when optimising departments with KIROI Step 6 is that innovative ideas often arise from collaboration between different departments. When the boundaries between teams are broken down, new perspectives can lead to unexpected solutions. KIROI therefore recommends introducing cross-departmental workshops and communication formats.

In sales, marketing and support, for example, there are often points of contact that contribute to a better customer experience. Targeted support for departmental optimisation allows these interfaces to be actively used and collaboration to be shaped in new ways.

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) At a medium-sized service provider, KIROI Step 6 was used to set up a joint innovation board made up of employees from the development, sales and customer service departments. This board regularly works on new product features that meet customer needs even better, thereby making a significant contribution to customer satisfaction.

Impulses for sustainable process improvement

Departmental optimisation does not end with the mere generation of ideas. It is important to integrate these ideas into day-to-day work and thus continuously increase efficiency and quality. KIROI Step 6 supports this by providing impetus for sustainable change and enabling departments to implement and evaluate improvements independently.

Clients often report that this supportive attitude makes the decisive difference. They experience that with the support of KIROI, their own creativity is unlocked and real innovations can unfold in the organisation.

KIROI BEST PRACTICE at company XYZ (name changed due to NDA contract) A new reporting tool was developed in a finance department, which was the result of input from KIROI and close collaboration between the teams. This tool enables transparency and faster decision-making processes, which has significantly improved the quality of work without disrupting day-to-day operations.

My analysis

Departmental optimisation benefits significantly when innovative ideas are systematically promoted and implemented. KIROI Step 6 provides effective impulses that accompany the process instead of promising or forcing it. Practical experience shows that such an accompanying approach is helpful in various sectors and departments in order to achieve sustainable improvements. The combination of creativity, analysis and cross-departmental collaboration is particularly effective.

Further links from the text above:

[1] Process optimisation: How it works + practical example - Personio

[4] Process optimisation: definition, methods & implementation

[7] Process optimisation: definition, methods, examples - Stepstone

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