Mastering idea management: KIROI step 6 for your department

Today, managers who want to drive innovation sustainably and efficiently cannot ignore targeted idea management. Especially in times of constant change and new requirements, it is crucial to activate creativity and the power of realisation in teams. But how do you manage to establish idea management not just as an occasional process, but as an integral part of the departmental culture? KIROI Step 6 provides a clear, practical approach that combines both structure and flexibility[1][2].

Basics: What characterises successful idea management?

Idea management begins with the targeted promotion of creative impulses, but it does not end with brainstorming. Rather, it involves collecting, evaluating, prioritising and implementing suggestions - ideally at all levels of the organisation. The sixth step in the KIROI process in particular focuses on how departments can develop and jointly realise concrete ideas in the immediate working environment[2][5].

Successful idea management relies on open communication, as this allows all perspectives to be heard. It also makes sense to involve different departments, as different points of view generate new solutions. Finally, regular feedback rounds are important not only to collect ideas, but also to develop them further.

Typical concerns that people come to transruptions coaching with are, for example, visualising innovation potential, the sustainable integration of innovations into existing processes and increasing the acceptance of change. When implementing idea management in particular, teams often encounter resistance because old routines are difficult to break through or the diversity of ideas cannot really unfold. This is precisely where KIROI Step 6 comes in, providing impetus, breaking up structures and strengthening internal communication[1].

Best practice from production

In a medium-sized production company, moderated workshops gave rise to the idea of reducing material waste through digital assistance systems. The employees determined critical process steps and IT developed an application that provides real-time information. This noticeably reduced waste and measurably stabilised product quality[2].

Best practice in the back office

A financial services provider used KIROI Step 6 specifically in the back office. The teams there identified repetitive activities for which there was hardly any digitalisation. In short, interdisciplinary sprints, they developed a tool that automatically generates reports - and thus significantly shortened work paths[1].

Best practice in customer service

New communication guidelines were trialled in the customer service department of a large retail company. Using rule-based templates and targeted feedback from employees, complaints could be processed more quickly and effectively. The team immediately felt the positive effect on service quality and the working atmosphere[3].

KIROI step 6: From creative impulse to realised success

The sixth step at KIROI combines creativity with concrete implementation: ideas are not only collected, but also systematically evaluated and prioritised. Only once proposals have been checked for feasibility are the best approaches tested as prototypes - for example in short, agile workshops[1][3].

It is important that all voices are heard and that no idea is lost. That's why we recommend using digital tools in transruption coaching to record and categorise suggestions and make progress transparent. This keeps even complex projects manageable and noticeably increases motivation within the team.

Another recipe for success is the involvement of interdisciplinary teams. After all, it is precisely when experts from different areas work together that innovative, practical solutions are created that really move a department forward[1][5].

Best practice in purchasing

In a purchasing department, the digitalisation of the ordering process led to a drastic reduction in incorrect orders. The employees jointly developed a checklist that automatically checks all relevant data and simplifies the ordering process. As a result, savings were realised and collaboration with other departments was strengthened[3].

Best practice in human resources

In HR, collective brainstorming helped to develop new procedures for employee retention. Instead of using a standard programme, the team designed flexible offers that were individually tailored to the needs of the workforce. Staff turnover fell and commitment increased[5].

Best practice in logistics

A logistics service provider used KIROI Step 6 to analyse transport routes. The teams identified bottlenecks and worked out alternative routes. This saved time and costs, while at the same time increasing delivery reliability[2].

BEST PRACTICE with one customer (name hidden due to NDA contract) - The marketing department of an international company used KIROI Step 6 to organise a cross-departmental innovation workshop. Together, the participants developed new social media campaigns and directly used measurement methods to record the success of these activities. The creative approaches were implemented pragmatically and the ROI was quickly increased. The team felt a clear strengthening of the innovation culture and greater identification with the projects. In addition, the experiences were transferred to a continuous improvement process, so that new impetus was generated even after the workshop had ended[5].

Idea management in everyday life: from concept to routine

To ensure that idea management does not become a one-off event, it should be a regular part of everyday working life. To this end, we recommend using creativity techniques such as mind mapping or the morphological box in a targeted manner, but also using analytical methods such as Ishikawa diagrams to test the feasibility of ideas[1].

Another success factor is the follow-up of the implemented measures. Only those who regularly check what works and what doesn't can really optimise processes. Digital idea management offers the advantage here that suggestions, implementation steps and results are documented centrally - and can therefore be tracked by everyone.

transruptions coaching helps companies to establish and stabilise these processes. The focus is on the needs of the teams and the methods are customised. Clients repeatedly report how important it is to create space for creativity, but at the same time to proceed in a structured manner.

My analysis

Idea management is not an end in itself, but a central lever for innovation, efficiency and motivation in the company. KIROI step 6 in particular offers departments a clear framework for developing creative potential and implementing new ideas together. Open communication, interdisciplinary collaboration and continuous learning are just as important as the courage to try things out[1][2][3].

transruptions coaching supports teams in taking this path - with methods that are customised to the respective situation. Successful idea management begins where people are allowed to contribute their experiences and ends with real improvements that can be felt in everyday working life. This creates a culture of innovation that strengthens companies in the long term.

Further links from the text above:

Department optimisation: Step 6 to innovative ideas with KIROI [1]

Mastering idea management: KIROI step 6 for your department [2]

Department optimisation: Develop innovative ideas with KIROI Step 6 [3]

Department optimisation: With KIROI step 6 to the think tank [5]

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