Rethinking idea management: KIROI step 7 for decision-makers

Idea management is becoming increasingly important in modern companies because it systematically unleashes creative potential and provides sustainable support for innovation processes. KIROI Step 7 offers a particularly effective approach for decision-makers who want to rethink idea management. Especially in times of rapid technological change and diverse challenges, this structural approach helps to promote cross-departmental collaboration and an open corporate culture so that ideas are not only collected but actively implemented.

Idea management as a motor for company-wide innovation

KIROI Step 7 emphasises the importance of idea management by specifically supporting networking between different departments. This often results in unexpected synergies: In customer service, more efficient self-service tools are developed through close coordination with the IT department. In marketing, collaboration with product development can lead to new campaigns that respond better to customer needs. And in production, the exchange with logistics experts usually leads to optimised processes and cost savings.

This cross-departmental perspective ensures the holistic realisation of innovations. It is not uncommon for the best ideas to remain hidden in individual departments due to a lack of dialogue. Step 7 of the KIROI framework addresses precisely this issue and promotes knowledge transfer through moderated workshops and targeted idea development.

BEST PRACTICE with one customer (name hidden due to NDA contract)- A medium-sized mechanical engineering company used targeted workshops to improve the networking of interfaces between development and sales. This uncovered and removed obstacles, which led to a measurable acceleration of innovation projects. Cross-departmental communication was intensified, new impulses quickly became visible and contributed to greater competitiveness.

Practical implementation: How idea management works with KIROI Step 7

A key success factor for ideas management is a transparent process. A central platform for recording and evaluating suggestions increases the participation of all employees. For example, one service provider implemented a digital ideas portal that collects and comments on suggestions from various branches. Public recognition of the idea providers increased motivation and innovation cycles were significantly shortened.

Regular feedback and clear responsibilities also play an important role. They help to steer the implementation of ideas and prevent suggestions from getting lost in the day-to-day running of the company. An example from software development shows how closely integrated teams of programmers and UX designers have produced faster and more creative solutions through constant dialogue.

In retail, for example, the combination of customer feedback and employee suggestions ensures that the product range and service remain aligned with current market requirements. This dynamic adaptability is achieved through the systematic handling of ideas, as anchored in the KIROI framework.

Promoting ideas management: Open culture and continuous support

An open corporate culture is the basis for successful idea management. If employees feel that their suggestions are valued and taken seriously, they will be more willing to actively participate. It is also important to reduce fears of change and create a positive climate for innovation.

In many sectors, such as logistics or technical support, the accompanied introduction of new tools has led to greater acceptance and faster success. Targeted training and open feedback sessions strengthen cooperation and prevent resistance.

BEST PRACTICE with one customer (name hidden due to NDA contract)- One producer relied on transruption coaching to support employees with the introduction of new AI-supported tools. The training sessions were customised for different departments. Open discussions about change created a positive environment so that the technologies were efficiently integrated into existing processes.

In addition, innovative transfer structures, such as an „Innovation Transfer Board“, help to make ideas and projects visible across departments. Representatives from different teams regularly exchange ideas, remove obstacles and ensure support from the management level. This prevents innovations from getting stuck in individual projects.

AI and technological support in the ideas process

Modern technologies are playing an increasingly important role in idea management. Digital platforms enable the systematic collection and evaluation of suggestions. Artificial intelligence can also recognise and prioritise patterns and intelligently link innovation impulses from various sources. This creates a dynamic, learning system that supports idea providers and decision-makers alike.

An example from customer service shows how automated chatbots process routine enquiries, while employees have more time to deal with complex issues. This increase in efficiency was accompanied by company-wide ideas management, which also promoted and integrated technical innovations.

My analysis

Rethinking idea management with KIROI Step 7 creates the basis for a sustainable and integrative culture of innovation. Decision-makers benefit from a structured framework that not only focuses on collecting and evaluating ideas, but above all on implementing and networking them. Practical examples show that cross-departmental collaboration, open communication and the use of modern technologies can significantly increase a company's innovative strength. Those who support and promote these impulses create long-term competitive advantages and motivate employees in equal measure.

Further links from the text above:

AI as a threat or an opportunity in times of skills shortages?
Successfully introducing idea management in the company
KIROI Step 7 - Company-wide development
Rethinking idea management: KIROI Step 7 for decision-makers
Idea management: KIROI step 7 for company-wide success
Rethinking ideas management: KIROI step 7 in the company

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