In today's competitive environment, systematic idea management is a decisive factor in how companies continuously develop and remain innovative. Many organisations are looking for a clear, practice-oriented path that leads them actively and in a structured way from initial ideas to cross-departmental innovations. With KIROI Step 6, this approach supports companies in precisely this challenge - providing targeted support in the scaling of ideas at departmental level.
The importance of idea management in modern organisations
Idea management refers to the process by which valuable suggestions are systematically collected, evaluated and implemented. The aim is to utilise the creativity of all employees and transform successful ideas into improvements or innovations. The focus is not only on major radical innovations, but also on supposedly small suggestions for improvement that can have a big impact on the bottom line.
For example, production companies often report that well-organised idea management contributes to process optimisation, which reduces waste and therefore saves costs. Similarly, by incorporating customer feedback at an early stage, service companies are often able to develop new services that increase customer satisfaction. Dynamic companies in administration also show how ideas from the team can improve communication and strengthen collaboration.
KIROI Step 6: A practice-orientated guide to departmental innovation
A promising way to systematically organise idea management is the structured support provided by KIROI Step 6. This step focuses on departmental innovation and ensures that creative approaches do not come to nothing, but bring about tangible changes.
In practice, the automotive industry, for example, often shows how employees make suggestions for new assembly processes that are implemented in prototypes as part of KIROI Step 6. In the IT department of a software company, too, structured feedback rounds make it possible to recognise customer wishes for new features and their technical implementation. In retail, employees develop ideas for shop design that help to increase purchase rates - all accompanied by targeted support during the process.
Elements of KIROI Step 6 in detail
KIROI Step 6 provides a clearly defined framework that comprises the following central building blocks:
- Systematic evaluation and prioritisation of the collected proposals within the department
- Close networking of the idea providers with technical experts to further develop the concepts
- Definition of practical implementation plans with measurable target criteria
In this way, companies can ensure that promising ideas are not only recognised but also successfully implemented. The support facilitates the management of change and minimises common barriers such as a lack of resources or unclear responsibilities.
Practical examples from various industries
BEST PRACTICE with one customer (name hidden due to NDA contract) In a medium-sized mechanical engineering company, KIROI Step 6 was used to structure the ideas of the production department in a targeted manner. The result was implemented suggestions for workplace optimisation that changed the material flow and significantly reduced production time.
In the healthcare sector, a hospital used structured idea management to improve processes in patient admission using digital tools. The involvement of employees as part of KIROI Step 6 led to a significant reduction in workload and improved patient satisfaction.
A technology company in the software sector used KIROI Step 6 to integrate not only customer feedback, but also internal suggestions for improvement, which significantly shortened the time-to-market for new product versions.
Tips for successfully supporting innovation processes with KIROI Step 6
Companies should start by creating an open and communicative space. Employees must experience that their ideas are valued and taken seriously. KIROI Step 6 supports the department in establishing this culture and providing the right tools.
It is also important to integrate continuous feedback loops. In this way, idea providers remain involved in the process and learn how their suggestions are developing. This transparency promotes motivation and participation.
It is also advisable to form interdisciplinary teams in order to examine ideas from different perspectives. Collaboration between different specialist areas often leads to more holistic and realisable solutions.
My analysis
Idea management is more than just a buzzword - it is a strategic tool for achieving sustainable improvements and innovations in companies. KIROI Step 6 provides targeted support in the implementation phase at departmental level, where creative approaches often make the decisive difference. The integration of systematic evaluation, feedback and collaboration promotes a lively culture of innovation and delivers measurable results.
Companies that take idea management seriously and work with targeted support can optimally develop their internal potential. This turns individual suggestions into genuine innovations that advance the entire company.
Further links from the text above:
Idea management - definition, procedures and processes
Idea management: definition, tools and best practices
What is Idea Management 2025: Introduction + Definition
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