Today, idea management is a key success factor for companies that want to strengthen their innovative strength and grow sustainably. Particularly in times of change, it is clear that without structured processes for generating, evaluating and implementing ideas, it is difficult to realise potential and remain competitive. The systematic approach in idea management creates the framework for integrating the knowledge of all employees and driving change in a targeted manner. In the following, you will learn how KIROI Step 7 can be used to sustainably strengthen the company-wide culture of innovation - including practical examples and concrete tips for your everyday work.
Idea management as a cultural driver
Idea management thrives on diversity - it encompasses the collection, organisation and implementation of new ideas across all departments[1][3]. Companies that actively involve their employees benefit from a high level of identification and increased motivation[4][10]. In practice, this means creating structures in which every idea is heard and scrutinised, regardless of the hierarchical level from which it originates. A fault-tolerant climate is the basis, because people only initiate change if they feel safe to fail[4].
In a traditional production facility, the targeted collection of suggestions for improvement led to the introduction of an automated ticket system. This saved employees valuable time and allowed them to focus more on innovative projects. Greater dialogue also had an impact in sales: new visit schedules reduced the travelling time of field staff - the result was less stress and greater customer satisfaction. In the HR department, a team optimised shift schedules using AI-supported analysis, which ensured both transparency and fair distribution[2].
KIROI step 7: Implementing ideas across the organisation
Many organisations successfully collect proposals but fail to implement them sustainably. This is where KIROI step 7 comes in: The integration of innovations into the entire corporate context. The aim is for changes to not only succeed in individual departments, but to become established everywhere. This requires clear responsibilities, a transparent process and centralised control[7]. There is often a lack of personnel capacity or communication between teams and management is faltering. In such cases, our transruption coaching provides targeted support for the transfer of innovations - from the initial idea to company-wide scaling.
A well-known logistics service provider used KIROI Step 7 to design a new transport route that halved journey times thanks to internal process analyses. The implementation was successful because the project team coordinated with the management at an early stage and involved all relevant interfaces. In a marketing department, a company-wide campaign led to sustainable customer loyalty because not only the creative minds, but also IT, sales and customer service were involved in the development. A new chatbot was also created in technical support thanks to a company-wide coordinated approach, which automates simple customer enquiries and thus noticeably reduces the workload of employees.
In order to generate real added value from a single measure, it is advisable to set up an „Innovation Transfer Board“: representatives from all areas meet regularly, discuss hurdles, share successes and ensure the necessary backing from management. In this way, projects remain visible and can be adapted if necessary.
The initial implementation is followed by a targeted expansion - known as upscaling. This shows whether an innovation really works: are there measurable effects, are they also realised in other teams or locations? This step is crucial for sustainable success and is consciously accompanied by us as transruption coaching.
Some companies underestimate how long it takes for changes to become established. This is why patience and frequent communication are needed. Small pilot projects also quickly create a sense of achievement, which in turn increases motivation.
Practical examples from your environment
Many companies already use internal communication platforms such as Microsoft Teams, Slack or internal idea apps to collect suggestions. In one manufacturing company, the plant management implemented a digital „Innovation Challenge“: Employees submitted their ideas for process improvement, the best were awarded prizes and analysed after a year to determine their impact on the company's success. The result: six-figure savings because waste was minimised and the quality of work was improved.
BEST PRACTICE with a customer (name hidden due to NDA contract): Last year, a manufacturing company with several sites in Germany launched an initiative to digitise internal knowledge sharing. The starting point was that experience reports on production problems often remained on individual machines and were not available company-wide. With the support of transruptions coaching, a digital wiki was set up in which employees from all locations could document their experiences. In addition, there were regular dialogue formats and a moderated „ideas workshop“ in which solutions for the biggest challenges were developed together. After six months, machine downtimes had noticeably decreased and the willingness to innovate had increased in all departments. It is particularly worth emphasising that the wiki has become firmly established and that the management was able to demonstrate its success in the quarterly figures.
The importance of targeted idea management can also be seen in specialist retail: one DIY store created a feedback centre where customers and employees worked together to develop solutions for typical service problems. The suggestions ranged from more efficient order picking to an app that informs customers about missing products on the shelf. The best ideas were introduced step by step and lowered the inhibition threshold for openly addressing criticism.
In education, at schools and universities, innovative institutions are using the approach to optimise administrative processes and drive forward digitalisation. Teachers, students and administrators are working together on new ways of teaching content and utilising resources. It is becoming increasingly apparent that open formats - known as open space meetings - are intensifying collaboration and fostering creativity.
Tangible tips for more success in idea management
Start small: Choose a defined project in which you can practise the entire idea management process - from generation to implementation and upscaling. Look for allies in all departments, because innovations can only succeed together. Rely on regular dialogue, both analogue and digital. It is important that managers openly support and exemplify these processes. And last but not least: Keep at it, even if changes take time. Celebrate every small change, because it brings your company closer to the big goal.
My analysis
Idea management is not a fashionable topic, but a key lever for sustainable corporate success. With the structured implementation of innovations, as made possible by KIROI Step 7, potential can be activated in all areas of the company and change can be shaped towards the future. The best results are achieved when employees, management and processes act as a unit. Companies that consistently focus on an open culture of innovation secure a long-term competitive advantage because they remain flexible and capable of learning.
Further links from the text above:
What is idea management? Definition, procedures and best practices [1]
Department optimisation: With KIROI step 6 to the think tank [2]
Idea management - Wikipedia [3]
ProWis: Ideas management [4]
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