Idea management is a key success factor for companies that want to promote innovation and increase their efficiency. The focus on the sixth step of the KIROI model supports departments in realising their individual potential and systematically developing practical solutions. Especially in complex organisations, this structured approach offers targeted support in order to bundle creative impulses and initiate sustainable changes.
Idea management 2.0 in the focus of departmental innovation
Idea management means not only collecting ideas, but also evaluating and implementing them in a targeted manner. The sixth step of the KIROI model focuses on the department as a driver of innovation. Employees contribute their experiences and challenges in order to develop improvements together. For example, a production department was able to reduce material losses through moderated workshops and at the same time ensure product quality.
HR departments use idea management to reorganise duty rosters. For example, stress-reducing shift models were introduced that also increase motivation. In the logistics sector, analyses of transport routes revealed savings in time and costs, which shows how diverse the impact of idea management is in various departments.
Idea management was also used in the IT department of a medium-sized company to reduce repetitive activities with the help of an automated ticket system. As a result, the team was able to focus more on strategic projects. Field service teams optimised their visit intervals, which led to shorter travel times and higher customer satisfaction.
How transruption coaching supports the process
The success of idea management often depends on the right support. Transruption coaching offers valuable impulses to support teams in the development and realisation of their ideas. Targeted moderation creates open communication spaces in which challenges are clearly identified and creative solutions are developed together.
One example shows how a logistics company used this support to scrutinise internal processes and implement pragmatic measures for more efficient workflows. Similarly, coaching provided employees in customer service with new tools to introduce and implement ideas for improvement in a structured manner.
transruptions coaching acts as a neutral authority that recognises blockages, opens up new perspectives and ensures the sustainable involvement of all those involved. This provides targeted support for departmental projects in ideas management and continuously promotes innovation.
Practical tips for implementing idea management in your department
To successfully implement the sixth KIROI step, various methods can be used to creatively activate and structure departments:
- Moderated workshops in which employees describe challenges and develop solutions. This promotes collaboration and allows different perspectives to merge.
- Digital platforms for collecting ideas that allow all employees to submit ideas and receive feedback at any time.
- Regular ideas meetings to systematically evaluate and prioritise suggestions and define specific tasks.
This enabled a manufacturing company to optimise its production processes by minimising waste and improving quality standards. In the HR department, the joint development of duty rosters led to a noticeable reduction in workload and greater commitment.
In addition, a medium-sized IT service provider was able to utilise resources more efficiently and significantly increase customer satisfaction thanks to automated processes. Such examples show how versatile idea management can be in practice.
BEST PRACTICE with one customer (name hidden due to NDA contract)
In an international production department, the KIROI concept enabled employees to significantly reduce material losses through workshops. At the same time, product quality was improved through targeted process adjustments. The accompanying moderation ensured that suggestions were recorded and prioritised in a structured manner, which significantly increased the implementation rate. This enabled the department to achieve sustainable efficiency gains and boost staff motivation.
Idea management as a permanent process for departmental success
It is important that ideas management does not remain a one-off project, but is continuously anchored as part of the corporate culture. This is the only way to achieve sustainable improvements. The sixth KIROI step shows ways in which departments can systematically strengthen their innovative power.
In practice, many companies report that the active involvement of employees in ideas processes and transparent communication are crucial. In this way, concerns are identified at an early stage and implementation is supported in a targeted manner.
The more departments see themselves as independent innovation centres, the better synergies can be exploited. Communication across departmental boundaries ensures that particularly valuable ideas also find favour in other teams and are developed further.
My analysis
The sixth step of the KIROI model represents a practical approach for anchoring idea management in departments in a targeted manner. The aim is to activate the creative potential of employees, tackle challenges together and implement ideas in a structured manner. Transruption coaching and moderated formats prove to be important support here.
Examples from production, HR, IT and logistics show that targeted idea management can lead to concrete increases in efficiency, quality improvements and greater employee motivation. Systematic support and continuous dialogue are crucial for sustainable success.
Companies that see idea management as a permanent companion and not just a project create a culture of innovation that remains competitive in the long term and effectively supports change processes.
Further links from the text above:
What is idea management? Definition, process and ...[1]
Mastering idea management: KIROI step 6 for your ...[2]
What is Idea Management 2025: Introduction + Definition[3]
Rethinking idea management: KIROI step 7 for your ...[4]
Idea management: definition, methods, advantages + ...[5]
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