At a time when flexibility and innovative strength are decisive for the success of organisations, the topic of departmental optimisation is becoming increasingly important. Companies are looking for ways to make their internal structures leaner, more agile and more productive - and this is precisely where transruption coaching comes in. KIROI, Step 6 towards innovative strength, creates a systematic framework that supports teams in realising their potential and shaping change processes in a sustainable way.
Department optimisation: Why it is indispensable today
Departmental optimisation means more than just making work processes more efficient. It is about critically scrutinising existing processes, identifying barriers to innovation and addressing them in a targeted manner. Many teams report that they have lots of ideas but fail to implement them because processes are too rigid or responsibilities are unclear. The importance of agile structures is particularly evident in sectors that require a high level of coordination, such as services, healthcare or manufacturing.
Traditional approaches such as lean management or Six Sigma offer proven tools for recognising waste and improving quality[2][3]. But departmental optimisation goes further: it integrates these methods into a holistic change process that involves the entire organisation. This not only creates efficiency, but also a culture that enables innovation.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized IT department was struggling with long approval processes and internal coordination loops. In transruptions coaching, the actual processes were first analysed and bottlenecks identified together with the teams. Clear responsibilities were then defined and digital tools for process mapping were introduced. After just three months, the lead time for internal projects fell by 30 %. Employees reported more room for manoeuvre and a noticeably greater willingness to innovate.
Increase innovative strength with KIROI Step 6
KIROI stands for a structured approach that combines innovation and optimisation. Step 6 is specifically dedicated to departmental optimisation and therefore to the question of how teams can design their own processes in such a way that they work more innovatively. The basic idea is simple: only those who recognise and adapt obstructive structures can provide real impetus for innovation.
During coaching, it often becomes clear that many teams know what they want to improve, but are unsure how to approach change. This is where KIROI Step 6 comes in: It provides a clear framework for analysing, brainstorming, implementing and reviewing - and involves everyone involved. This participatory approach promotes acceptance and ensures that optimisations do not fall short of reality.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a manufacturing company, the interfaces between development and production were problematic for a long time. Cross-functional workshops were initiated through coaching, in which solutions for better collaboration were jointly developed. The introduction of a digital Kanban board and regular retrospectives led to a significant reduction in duplication of work and an increase in product quality. Departmental optimisation thus became a driver for greater agility.
Three concrete examples of department optimisation in practice
In order to make the potential of departmental optimisation tangible, it is worth taking a look at the practice. Many companies start by analysing their current situation - using process maps or Ishikawa diagrams, for example, which make the causes of inefficiencies visible[4][5]. It often turns out that the biggest stumbling blocks are not technology, but communication and collaboration. Another example is the introduction of quality circles, in which employees regularly contribute and implement suggestions for optimisation. This creates a culture of continuous improvement that goes far beyond one-off measures[1][2].
A particularly effective tool is the 5S method, which anchors order and standardisation in everyday working life[4]. Companies that consistently apply this method report fewer search times, fewer errors and greater satisfaction within the team. Digital tools such as process mining or BPM software also support departmental optimisation because they make processes transparent and uncover weak points[6].
BEST PRACTICE with one customer (name hidden due to NDA contract) A service provider in the healthcare sector wanted to optimise the documentation processes in nursing care. During coaching, the paperwork was first analysed and then gradually converted to a digital solution. At the same time, employees were trained and regular feedback sessions were introduced. The result: documentation time was halved, sources of error were minimised and the nursing staff gained time for actual care.
Shaping sustainable change with transruption coaching
Change processes work best when they are accompanied by experienced coaches. Transruption Coaching sees itself as an enabler for departmental optimisation - not just as a consultant, but as a partner who guides teams through the entire process. The aim is always to strengthen the company's own change competence so that optimisations have a lasting effect and do not get lost in day-to-day business.
In coaching, proven methods such as design thinking, kaizen or business process reengineering are used in a targeted manner to open up new thinking spaces[6][8]. At the same time, care is taken to ensure that the measures remain practical and really fit in with everyday business life. Many clients particularly appreciate the structured approach and the opportunity to directly contribute their own experiences.
Three impulses for optimising your department
If you would like to take the next step towards departmental optimisation in your company, we have three specific ideas for you:
- Start with an open analysis: Involve all departments involved and collect honest feedback on the current processes.
- Focus on small, quickly effective measures: Even small adjustments - such as clearer communication channels or standardised checklists - often bring noticeable relief.
- Use digital tools: Process visualisation and analysis software helps to make weak points visible and progress measurable.
It is important that you understand change as a continuous process and not as a one-off action. This is the only way to create real innovative strength.
My analysis
Departmental optimisation is not an end in itself, but a key lever for greater innovative strength and future viability. Those who consistently scrutinise and adapt their internal processes create the conditions for faster, more agile and higher-quality work. The support provided by transruptions coaching and tools such as KIROI Step 6 offers a clear framework for shaping these changes together and anchoring them sustainably. Companies that take this approach not only report greater efficiency, but also noticeably higher motivation and identification within the team.
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Further links from the text above:
Process optimisation methods: definition, objectives, phases, procedure [1]
Process optimisation: How it works + practical example [2]
8 Methods for process optimisation [3]
Everything to do with process optimisation [4]
Process optimisation: definition, methods & implementation [5]
Process optimisation: definition, methods, examples [6]
Process optimisation: 7 methods at a glance [7]
Process optimisation: definition, methods & practical examples [8]
Deutsch 
English (UK)