Creativity is a decisive competitive advantage in modern companies. But how can the full potential of all employees be systematically utilised? Modern ideas management offers an answer. It goes far beyond the mere collection of suggestions. Rather, it is a holistic support process that records and evaluates creative impulses in a structured manner and translates them into sustainable changes. KIROI step 7 in particular revolutionises how companies think about and implement idea management throughout the company. This approach creates the basis for a vibrant culture of innovation that involves all levels and delivers measurable results[1][2][3].
Why idea management today means more than just collecting ideas
Many organisations report a widespread problem. Ideas are submitted, but then often nothing happens. Clients often report that suggestions come to nothing or that no feedback is received. This demotivates teams considerably. One manufacturing company found that 70 per cent of submitted ideas were never processed. The result was a drop in employee motivation and missed opportunities[6].
Idea management in the modern sense therefore means much more. It is a dynamic process that offers continuous support. The focus shifts from a one-off suggestion scheme to a holistic strategy. All employees are actively involved. Their creativity is systematically encouraged and channelled[1][3].
Transparency is essential here. A logistics company introduced a new idea management system. Employees were given full insight into the status of every idea. The result: participation increased by 45 per cent within six months[4].
KIROI step 7: Unleash ideas management throughout the company
KIROI Step 7 takes idea management to a whole new level. It ensures company-wide scaling and sustainable support for ideas. Instead of being viewed in isolation, ideas pass through all phases transparently[1][2].
What makes this step so special? It combines structured processes with targeted coaching. Obstacles in communication or implementation are recognised at an early stage. These can then be systematically eliminated. A software company used step 7 for optimisation. The development cycles were shortened by 30 per cent[1].
BEST PRACTICE with one customer (name hidden due to NDA contract) The use of KIROI Step 7 in a medium-sized production company enabled cross-departmental obstacles to be identified and removed. This led to faster product development and a significant increase in employee motivation. The company benefited from the targeted support, which went far beyond the mere collection of ideas and promoted consistent implementation. Within eight months, 35 ideas were successfully implemented, resulting in cost savings of around 120,000 euros.
How KIROI Step 7 idea management works in practice
The process begins with systematic recording. Ideas come from everywhere. Employees, customers and partners enter their suggestions. Modern digital platforms centralise this collection[2].
The next step is an objective assessment. An interdisciplinary team evaluates according to clear criteria. Methods such as scoring models or SWOT analyses help here. One marketing company used a standardised evaluation framework. The consistency of the decisions increased significantly[4].
The best ideas are prioritised and go into implementation. Clear responsibility is essential here. Each initiative has a defined contact person. Regular workshops ensure continuous support. One retail company established weekly coordination meetings. This reduced implementation delays by 50 per cent[1].
Cross-divisional collaboration as a success factor
A special feature of modern ideas management is active networking. Different departments work together. This results in collaborations that would otherwise not be possible[1].
IT departments co-operate with marketing and customer service. In the area of software development, this enables rapid customisation. New features come directly from the teams. One technology company saw innovation cycles fall by 40 per cent[1].
Logistics companies report considerable savings. Transport routes are jointly analysed and optimised. A large logistics service provider saves around 15,000 euros a month in fuel costs. In field service, visit intervals are organised more efficiently based on employee suggestions. Travelling times are reduced. Customer satisfaction increases[1].
Digital tools as a driver for idea management
Modern idea management software is indispensable today. It enables centralised recording of all suggestions. Transparent tracking becomes possible. Objective evaluation follows clear criteria[2].
Established tools offer commenting and marking options. Iterative idea development follows innovation phases. Collaborative workspaces are created. A financial company implemented such software. The idea rate rose from 8 to 32 suggestions per 100 employees per year[5].
AI-supported systems also help with scaling. They enable automated processes. Suggestions are prioritised. Structured follow-up takes place systematically. This means that ideas do not lose importance, but are processed efficiently[5].
BEST PRACTICE with one customer (name hidden due to NDA contract) In the field of industrial production, step 7 was used with digital support to systematically identify obstacles to the realisation of promising ideas. The obstacles were removed through moderated workshops. This resulted in an accelerated realisation of innovation projects and a more intensive exchange between the specialist departments, which sustainably strengthened the innovative power. The digital platform enabled real-time tracking of all initiatives, which increased the implementation rate from 15 to 62 per cent.
Practical tips for successful implementation
Concrete steps are required to effectively integrate idea management in line with KIROI step 7. Firstly, digital tools should be introduced. These combine idea management and communication. Transparency is created[1].
Moderated workshops with neutral support are essential. They open up new perspectives. Blockages are resolved. A chemical company organised quarterly workshops. Employee satisfaction increased by 35 per cent[1].
Regular knowledge exchange between teams is key. Ideas grow across departments. One insurance company established monthly cross-functional meetings. The rate of implemented ideas doubled[3].
Clear allocation of roles ensures responsibilities. The evaluation and implementation of ideas require defined responsibilities. One media company appointed an idea patron for each initiative. The implementation rate improved by 45 per cent[4].
An open dialogue is fundamental. Ideas should be shared without judgement. Psychological safety must be created. One design studio created regular idea exchanges without any pressure to evaluate. Participation rose from 20 to 78 per cent of employees[5].
Typical challenges in idea management
Communication barriers between specialised departments are widespread. They slow down the flow of innovation. One technology company realised that many ideas were failing due to a lack of resource planning. The introduction of a clear prioritisation framework helped. The implementation rate increased significantly[6].
Lack of accountability leads to delays. Nobody feels responsible. An industrial company recognised that barriers between specialist departments were slowing down the flow. Appointing responsible persons solved the problem. A pharmaceutical company needed seven weeks to implement ideas. After optimisation: two weeks[4].
A lack of feedback demotivates idea providers. They feel ignored. A continuous feedback system needs to be established. One energy company implemented automated status updates. The remotivisation of the teams was measurable[5].
BEST PRACTICE with one customer (name hidden due to NDA contract) The customer used step 7 specifically to promote communication between production, logistics and quality assurance. Regular workshops were used to jointly evaluate ideas and resolve challenges at an early stage. This led to a noticeable increase in innovative strength and faster implementation of improvements, which had a positive impact on competitiveness. The company documented an increase from an average implementation time of 8 months to 12 weeks.
The role of corporate culture in successful idea management
Idea management needs the right corporate culture. Without this, all measures will only have a limited effect. An open, appreciative culture is necessary[2][6].
Employees need to feel that their ideas are heard. Managers should actively promote innovation. One mechanical engineering company implemented an idea bonus system. Every implemented idea was recognised. Participation increased to 85 per cent of the workforce[3].
Psychological safety is key. Employees are allowed to fail without fear of consequences. A software company established an experiment budget. Teams were able to test ideas. Some failed. This was explicitly allowed. The company's innovative strength doubled[1].
Continuous learning must be encouraged. Knowledge from ideas should be shared. A consulting company created internal knowledge databases. Best practices were documented. New employees benefited immediately[4].
Measurable success factors and KPIs
Idea management must be measurable. Concrete key figures help to assess success. The rate of ideas submitted is a first indicator. One company had 5 ideas per 100 employees. After implementing KIROI step 7: 28 ideas per 100 employees[2].
The realisation rate shows effectiveness. How many ideas are actually realised? One retail company increased this from 12 to 67 per cent[3].
The time from idea to realisation is critical. One automotive supplier reduced this from an average of 18 months to 5 months[4].
The financial impact was to be documented. An industrial company achieved annual savings of 2.5 million euros by implementing ideas. The ROI of idea management was around 8:1[5].
Employee satisfaction increases when ideas are implemented. Commitment and retention improve. One financial institution saw its staff turnover rate fall. By 12 per cent in the first year[6].
Idea management in various industries
Manufacturing companies benefit enormously. A mechanical engineering company used idea management to optimise processes. Production costs fell by 8 per cent. Another manufacturer increased product reliability by 15 per cent through employee improvements[1].
In the service sector, innovations often arise from direct customer contact. A telecommunications company collected ideas from customer service employees. These led to seven new services. Turnover increased by 3 per cent[4].
Idea management improves customer experience in the retail sector. A wholesaler implemented suggestions from cashiers. This led to faster checkouts and better ratings. Online reviews increased from 3.2 to 4.6 stars[3].
Deutsch 
English (UK)