Modern companies face the challenge of systematically capturing creative impulses and implementing them sustainably. This is precisely where the concept of idea management comes in. It is no longer just about collecting suggestions, but about a continuous process that actively involves employees and promotes innovation throughout the organisation. KIROI Step 7 in particular provides valuable impetus here and supports organisations in understanding idea management as a dynamic companion.
Idea management as a continuous companion
Many companies find that ideas often remain hidden. This changes when idea management is practised as an ongoing process. This involves not only collecting suggestions, but also evaluating them transparently and developing them further in a targeted manner. Practical experience shows that in the automotive industry, moderated workshops help to quickly turn ideas for increasing efficiency into concrete solutions. In the financial services sector, agile development teams integrate customer suggestions directly into product development. A large retail group uses digital platforms to bundle regional suggestions transparently and implement them quickly.
Transparency plays a central role here. Employees must have the feeling that their contributions are taken seriously. Regular feedback rounds and open communication channels strengthen trust and promote creativity. This creates a culture of innovation in which mistakes are seen as a learning opportunity and new approaches are encouraged.
Idea management and the role of KIROI Step 7
Structured support and coaching
KIROI Step 7 starts exactly where many idea management processes fail: during implementation. Here, ideas are not only collected, but also supported. Moderated workshops help to recognise obstacles at an early stage and overcome them together. In the mechanical engineering industry, this shortens development loops and strengthens the transfer of knowledge between specialist departments. Software companies benefit from regular retrospectives and feedback rounds that promote team collaboration. In the retail sector, digital idea platforms are used to facilitate the exchange of ideas between branches and to document suggestions transparently.
Transruption coaching helps to remove blockages and promote collaboration. Employees are actively involved in the process and receive impetus on how they can develop their ideas further. This creates a dynamic environment in which innovations not only emerge, but are also implemented sustainably.
Practical examples from various industries
In industrial production, KIROI step 7 was used to systematically identify obstacles to implementation. Structured workshops were used to remove these obstacles. This led to an accelerated realisation of innovation projects and a more intensive exchange between the specialist departments.
Retrospectives and regular feedback sessions were introduced in the area of software development. The team became more closely interlinked and was able to implement innovations in a targeted manner. In the retail sector, one company utilised a digital ideas platform to create transparency and achieve quick evaluations. This facilitated the exchange of ideas between different locations and increased the speed at which customer suggestions were implemented.
BEST PRACTICE with one customer (name hidden due to NDA contract) Step 7 of KIROI was used in a medium-sized production company to accelerate the implementation of suggestions for improvement. Targeted moderated workshops and close coaching enabled cross-departmental obstacles to be identified and removed. The resulting culture of innovation led to measurably faster product development cycles and a significant increase in employee motivation.
Idea management as a company-wide change process
Today, idea management is much more than simply collecting individual suggestions. It is a dynamic process that promotes an open communication culture and breaks down barriers within the company. This is precisely where KIROI Step 7 comes in: Idea management is effectively unleashed company-wide with targeted measures. Companies define a vision and mission for idea management and communicate these clearly. Open communication and a feedback culture are promoted. Employees are encouraged to express and discuss new ideas. Innovation prizes and rewards increase employee motivation.
An innovation strategy is developed and implemented to ensure that employees' ideas contribute to achieving the company's goals. Regular reviews and updates of the processes ensure that idea management meets the company's requirements.
My analysis
Idea management is a central building block for the innovative capacity of modern companies. It is no longer just about collecting suggestions, but about a continuous process that actively involves employees and promotes innovation throughout the organisation. KIROI Step 7 provides valuable impetus here and supports organisations in understanding idea management as a dynamic companion. Practical examples from various industries show how structured support and coaching can break down barriers and accelerate innovation. An open communication culture and regular feedback rounds strengthen trust and promote creativity. This creates a culture of innovation in which mistakes are seen as learning opportunities and new approaches are encouraged.
Further links from the text above:
Rethinking ideas management: KIROI step 7 for your company
Unleashing idea management: KIROI step 7
Idea management success factors
KIROI step 7 for company-wide ideas
KIROI step 7: New company-wide idea management
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