Successful companies today are increasingly relying on departmental optimisation because it enables them to systematically unleash innovations and sustainably improve processes. The sixth step of the KIROI method in particular helps teams to develop and utilise their inner power of ideas in a targeted manner - not as a one-off action, but as part of a long-term change process that has a significant impact on the company's success. Those who take departmental optimisation seriously create space for creativity, efficiency and real competitive advantages.
Department optimisation: more than just improving processes
Departmental optimisation means systematically questioning and improving working methods and structures within individual teams. The aim is to recognise existing potential, reduce waste and strengthen cooperation. Many companies start this process when they realise that projects are taking too long, quality is suffering or the working atmosphere is no longer right. Transruption coaching accompanies teams during these phases and ensures the targeted activation of those involved.
Typical triggers are, for example, faltering innovation processes, high sickness rates or a lack of transparency in tasks. Even if technologies such as artificial intelligence offer new opportunities, they often remain unutilised because they are not transferred into practice. This is where departmental optimisation comes in - it closes the gap between theory and application and ensures that changes are actually implemented.
How step 6 of the KIROI method unleashes the power of ideas
The sixth KIROI step provides teams with a clearly structured approach that not only promotes one-off solutions, but also anchors innovation in the department on a permanent basis. The method combines targeted impulses, moderated workshops and systematic support from experienced coaches. This creates an environment in which employees contribute their suggestions, work together on solutions and actively support change.
A practical example: In the production department of a medium-sized company, KIROI Step 6 reorganised the cooperation between engineering and planning. Joint training and accompanied workshop phases led to a measurable reduction in downtimes and rejects. The introduction of AI-supported sensor technology helped to recognise quality deviations at an early stage and thus make processes more efficient. Such impulses are typical of successful departmental optimisation.
Active involvement as the key to success
Departmental optimisation can only succeed if the focus is on the employees. Many teams are not used to contributing their own ideas or taking responsibility for change. This is where it helps to use targeted moderation methods such as design thinking or creative workshops. In one company in the tourism industry, for example, teams developed new ideas for digital guest care that simplified processes and increased customer satisfaction.
In the restaurant sector, one chain benefited from the active involvement of employees in the development of new menus. Together, sustainable recipes were developed that not only delighted guests, but also strengthened their identification with the company. Such examples show that departmental optimisation is far more than just process optimisation - it creates motivation and promotes the innovative strength of entire teams.
Three practical examples of successful department optimisation
A company from the logistics sector introduced regular retrospectives to analyse and continuously improve processes. The teams jointly identified bottlenecks and implemented targeted measures - the result was a noticeable reduction in delivery times.
In one HR department, application processes were optimised with the help of AI tools. Analysing data enabled the targeted selection of suitable candidates and significantly reduced the time to hire. At the same time, employees developed new concepts for targeted personnel development.
In a hotel wellness department, the joint development of treatment programmes led to greater guest satisfaction. The employees contributed their own ideas, for example for health-promoting treatments, which were then successfully implemented. The result was a truly unique selling point.
Recommendations for action for teams and managers
Departmental optimisation begins with an open attitude towards change. Teams benefit from regularly scrutinising the status quo and defining common goals. It is worth seeking external input, for example through guided workshops or tailored coaching programmes.
Data-based analyses can help to identify potential and derive targeted measures. Clients often report that even small adjustments have a big impact - such as introducing digital tools or improving internal communication.
It is important to make successes visible and to value those involved. This creates a culture of continuous improvement that is sustainable in the long term. Transruption coaching supports teams in actively shaping their own development process and anchoring changes sustainably.
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words.
As part of an accompanying project, the focus was on the production department of a mechanical engineering company. The team suffered from complex coordination processes and a high error rate. In several KIROI Step 6 workshops, problem areas were jointly identified, solutions developed and immediately trialled. The introduction of clear responsibilities, regular feedback loops and the use of real-time data led to a significant reduction in downtimes and waste within just a few months. The employees experienced their work as more meaningful and developed a new confidence in their own organisational possibilities. Departmental optimisation became a driver of innovation and efficiency.
My analysis
Departmental optimisation is not an end in itself, but a key success factor for companies that want to hold their own against the competition. The targeted use of methods such as KIROI Step 6 in particular opens up new opportunities for teams because it activates the creativity and expertise of those involved. Practical examples from various industries show that sustainable change is possible when everyone pulls together.
The combination of structured support, active participation and clear objectives makes all the difference. Those who understand departmental optimisation as a continuous process create an agile and sustainable corporate culture - and thus secure decisive competitive advantages.
Further links from the text above:
Department optimisation with KIROI Step 6 on sauldie.org
Guide to process optimisation on lexware.de
Basics of process optimisation on personio.de
For more information and if you have any questions, please contact Contact us or read more blog posts on the topic Artificial intelligence here.
Deutsch 
English (UK)