In a rapidly changing world, one thing is becoming increasingly clear: companies that utilise their creative power in a targeted manner will win. Idea management is at the heart of sustainable competitiveness. However, many organisations are facing a major challenge. Although they collect suggestions and ideas for improvement, these often disappear into drawers. This is precisely where a revolutionary approach comes in: The seventh step in the KIROI concept takes idea management to a whole new level. KIROI Step 7 transforms the classic suggestion scheme into a living, continuous process. It connects all levels of the organisation and creates a culture in which innovation really thrives. This approach to idea management helps companies to realise their full innovative potential and remain fit for the future.
What does modern idea management mean today?
Idea management is no longer just the classic company suggestion scheme. The understanding has changed fundamentally. Today, idea management encompasses the systematic and structured collection, evaluation and implementation of ideas across the entire company. It is about much more than one-off measures. Rather, modern idea management is an ongoing, dynamic process. It actively involves all employees and utilises their collective intelligence. Particularly in fast-moving industries such as software development, mechanical engineering and logistics, companies that organise idea management correctly innovate faster and motivate their teams in the long term.
The old approach was often too passive. We waited for employees to come up with ideas on their own. Sometimes these were not processed at all. This led to frustration and demotivation. Clients often report that suggestions come to nothing or never receive any feedback. A system like this significantly slows down innovation. Modern idea management reverses this process. It creates space for continuous dialogue. Teams receive regular feedback. And managers no longer act as passive observers, but as active promoters of innovation.
The role of KIROI Step 7 in idea management
KIROI Step 7 is a holistic approach to the transformation of idea management. This step is designed to accompany projects relating to idea management in all its facets. It places the ongoing character at the centre and not the isolated collection of suggestions. This makes the fundamental difference.
A structured idea management process begins with the systematic collection of suggestions. These can come from employees, customers or partners. In the next step, an interdisciplinary team evaluates the submissions according to clear criteria. Scoring models and SWOT analyses support this objective evaluation. Continuous support is then particularly important. This is what characterises KIROI Step 7.
In practice, this means the following. Regular dialogue rounds are introduced. Employees present their ideas and develop them further together. Managers take on a more active role as promoters and providers of ideas. Experienced coaches accompany the process, provide impetus, moderate discussions and continuously adapt the course. This creates a lively innovation cycle.
Practical implementation of idea management with modern tools
The digital transformation has also revolutionised idea management. Modern platforms such as Jira Product Discovery and Q-ideate help to centralise ideas. Everyone involved can see transparently where the suggestions stand. Which ideas are currently being reviewed? Which ones are in the realisation phase? This transparency motivates and creates trust.
A software company in the field of business intelligence used such platforms and immediately saw an increase in the number of ideas submitted. The employees knew exactly that their ideas were being seen and processed. Not everything can be implemented, but the open communication made the process comprehensible.
A mechanical engineering company implemented a similar system and combined it with physical workshops. The results were impressive. Participation in idea management increased significantly. Innovative solutions were implemented more quickly. The support provided by experienced coaches was a key success factor.
Understanding idea management as a cultural change
Truly successful idea management is not just a process issue. Above all, it is a cultural issue. Many companies now recognise this. Idea management needs a basis of mutual appreciation and trust. Employees must have the confidence to contribute ideas. They must experience that their suggestions are taken seriously.
This was not the case in a retail company for a long time. Employees on the ground had the best ideas for optimising warehouse logistics. But nobody asked them. The traditional processes ignored their knowledge. When a new approach to idea management was implemented, everything changed. Suddenly, the warehouse staff's ideas were heard and turned into projects. The result was a 15 per cent improvement in efficiency.
This shows that Idea management only works if the corporate culture supports it. Managers must act as role models. They must contribute and implement ideas themselves. Then they signalise that innovation is important. Then other employees will also have the confidence to become active.
The four phases of the structured idea management process
Structured idea management typically follows four phases. These are organised like a funnel: the so-called idea funnel. This structure ensures that the most promising ideas are selected. Resources are allocated sensibly. And in the end, real innovation is created.
Phase 1: Idea collection and documentation
It all starts with the systematic collection of suggestions. Ideas management thrives on receiving as many suggestions as possible. This requires open channels. Digital platforms play a role here. However, traditional exchange formats such as workshops and meetings are also valuable. Every idea submitted is documented in a structured manner. The name of the submitter, problem, solution and expected benefits are at the heart of every documentation.
An IT service provider introduced regular brainstorming sessions. Employees were able to discuss their suggestions directly with the innovation team. This reduced barriers enormously. Suddenly, ideas started pouring in that would never have been collected before.
Phase 2: Evaluation and selection
The objective assessment follows the recording. Clear criteria are applied here. Does the idea fit in with the corporate strategy? Is it technically feasible? What are the benefits? What resources are required? An interdisciplinary team evaluates according to uniform standards. Scoring models help to minimise subjective judgements.
One pharmaceutical company used a sophisticated SWOT analysis system. The strengths, weaknesses, opportunities and risks of each idea were systematically analysed. This resulted in complete transparency. Even rejected proposals were rejected with clear reasons. This created trust in the process.
Phase 3: Idea management through coaching and further development
The best idea is often not the best in its first form. It needs further development. This is where coaching comes in. Experienced experts work together with the idea providers. They provide impetus. They ask critical questions. They help to sharpen the idea and make the benefits clearer. This step makes modern idea management very different from traditional suggestion schemes.
A financial company established coaching teams for promising ideas. Regular exchanges took place. An idea donor from the Kredité department had a suggestion for optimising application processing. With the support of the coaches, the raw idea was turned into a sophisticated concept. The implementation later saved hundreds of thousands of euros annually.
Phase 4: Implementation and performance measurement
The final step is concrete implementation. Projects are set up for selected ideas. Resources are made available. Milestones are defined. And most importantly, success is measured. What benefits have really been realised? Was the planned effect achieved? This measurement of success closes the circle of idea management.
A logistics company implemented an idea that optimised route planning. The planned saving was 8 per cent in fuel costs. The actual saving was 11 per cent. This measurement was documented, communicated to the idea provider and communicated throughout the organisation. This motivated others to also make suggestions for improvement.
Proven methods for integrating idea management
There are various tried and tested ways to successfully introduce idea management into a company. These methods can be combined and customised to meet specific needs.
Establish independent innovation teams
One tried-and-tested method is to set up independent innovation teams. These work across departments. They have access to resources. They coordinate the entire idea management process. Such teams have long been standard in the automotive industry. They collect ideas from production, development and sales. They evaluate them systematically. You accompany implementation projects.
A supplier of automotive components set up such a team with five people from different areas. Within two years, the number of ideas submitted increased by 300 per cent. More importantly, 40 per cent of the ideas were implemented. That created real value.
Use standardised evaluation criteria
Idea management needs clear rules. Standardised evaluation criteria are the foundation. They ensure fairness and transparency. Which aspects are important? Does it fit the strategy? Is it feasible? What ROI is generated? A score is awarded for each criterion. The result is an objective ranking.
A consumer goods manufacturer developed a sophisticated scoring system with twelve criteria. Each criterion was weighted. The evaluation was carried out by a defined committee. All employees were familiar with the criteria. This created clarity and predictability. Nobody wondered why an idea was accepted or rejected.
Create exchange platforms for continuous idea management
Idea management needs places to exchange ideas. These can be physical or digital platforms. Ideas are discussed on these platforms. Employees add to the suggestions of others. They give feedback. Together, they specify what could be implemented.
A consultancy firm introduced monthly innovation breakfasts. Ideas were presented and discussed there. The atmosphere was open and creative. These discussions often resulted in even better versions of the original idea. The company also promoted an internal wiki where ideas were documented and further developed. This combination of physical and digital exchange was very effective.
Mastering the challenges of idea management
Idea management is not a flawless process. There are typical challenges that many companies are familiar with.
Mastering the flood of ideas
Some companies start idea management with great vigour. Suddenly, hundreds of suggestions are received. The system is overloaded. Ideas cannot be processed quickly enough. Frustrations arise. Only a clear structure and sufficient resources can help here. The team must be able to evaluate each idea quickly.
One energy supplier experienced exactly this problem. In the first year, over 1500
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