Rethinking idea management: The innovative power of step 7 for your company
Idea management is no longer a marginal topic, but a central building block for sustainable innovation in companies. However, many organisations face the challenge that ideas are collected but not consistently implemented and lived. This is where the structural approach of step 7 comes in: It makes it possible to accompany and promote creative impulses throughout the organisation and translate them into concrete results. This is possible because Step 7 does not rely on one-off actions, but instead establishes a continuous process that involves all employees and strengthens innovation in the long term.
Why classic idea management is no longer enough
Traditional approaches such as the company suggestion scheme often seem too rigid and leave little room for real dialogue. Many managers report that suggestions come to nothing or receive no feedback. This demotivates teams and slows down the company's dynamism. Modern companies therefore rely on flexible, digital processes and an open communication culture to keep idea management alive. It's not just about collecting ideas, but about the systematic utilisation and further development of suggestions - and this is precisely where step 7 makes a decisive contribution.
Step 7 in idea management: Continuous support as a success factor
Step 7 stands for the holistic support of innovation projects across all phases. The aim is to recognise obstacles at an early stage, strengthen teams and promote the transfer of knowledge between departments. This creates transparency, motivation and a higher speed of implementation. Practical examples from various industries show how this approach works:
In mechanical engineering, moderated innovation workshops noticeably shorten development cycles. Employees from production, development and quality assurance work together to identify bottlenecks and develop practical solutions that can be implemented immediately. In software development, the active involvement of all teams promotes collaboration and accelerates the realisation of new features. In retail, digital platforms support the transparent exchange of information between branches, so that successful ideas are quickly adopted and developed further.
BEST PRACTICE with one customer (name hidden due to NDA contract) In an international financial services company, step 7 was used to develop innovative approaches to customer loyalty. The IT department provided technical expertise, while the sales department contributed experience from the customer business. The result was an app that individualised advisory services and significantly increased customer satisfaction. Internal collaboration improved because everyone involved was involved at an early stage and took on responsibility.
BEST PRACTICE with one customer (name hidden due to NDA contract) A medium-sized manufacturer of special machines launched a project in which development, production and purchasing worked together to optimise processes. With the help of AI-supported tools, they identified bottlenecks that individual departments would not have been able to solve on their own. Overall efficiency increased significantly because the transfer of knowledge between the departments was specifically promoted and they worked together on a solution.
BEST PRACTICE with one customer (name hidden due to NDA contract) The management of a logistics company was specifically looking for ways to professionalise internal idea management. Step 7 was systematically implemented as part of a coaching programme: regular workshops were held with representatives from technology, warehousing, scheduling and accounting. The biggest challenge was to establish an open error culture that encourages innovative suggestions. In the end, a digital portal was created that enabled everyone involved to submit and evaluate process optimisations. The implementation rate for suggestions for improvement rose by over 40 per cent within a year, and employees felt more connected to the company.
Successful idea management: practical tips
Successful idea management in a company requires more than a digital platform or occasional workshops. Continuous support that provides impetus, recognises blockages and supports teams during implementation is crucial. The following tips will help you to successfully anchor step 7 in your company:
Use structured feedback cycles to promote dialogue between departments. Establish clear responsibilities and milestones so that ideas do not get lost in the process. Rely on moderation and coaching to recognise and overcome obstacles at an early stage. Promote a culture of open dialogue in which mistakes are seen as opportunities. And remember: digital tools support the process, but are no substitute for personal support and dialogue.
The automotive industry, for example, shows how targeted moderation of ideas workshops can shorten complex development cycles. In retail, teams benefit from transparent digital platforms that make the success of their own suggestions visible and increase motivation. In software development, close collaboration between developers and UX designers boosts innovation and speeds up the implementation of new features.
Targeted development of idea management with transruptions coaching
Many companies seek external support in order to professionalise their idea management in the long term. transruptions coaching helps teams to identify blockages, develop new perspectives and take concrete steps towards implementation. Experience shows that continuous support from experienced coaches is often crucial for the sustainable success of innovation projects. This is not about patent remedies, but about individualised solutions that fit the corporate culture and involve all employees.
In mechanical engineering, practical solutions were developed that were implemented directly in production. In software development, the active involvement of the teams accelerated the implementation of new features. A retail company relied on a digital platform to document suggestions transparently and promote dialogue between shops. In all cases, continuous support from experienced coaches was a key to success.
My analysis
Idea management is not a project with a clear start and end date, but a continuous process that affects all levels of the organisation. Step 7 offers a practical framework for systematically supporting creative impulses and translating them into sustainable success. Rethinking ideas management not only strengthens innovative power, but also the motivation and identification of employees. The active involvement of all those involved, clear structures and an open error culture are decisive success factors. Companies that take this approach report accelerated development cycles, a higher implementation rate and a noticeably stronger culture of innovation.
transruptions-Coaching accompanies you on this journey and supports you in developing your idea management in a targeted manner. Together, we identify blockages, develop customised solutions and establish sustainable processes that will strengthen your company in the long term.
Further links from the text above:
KIROI step 7 for company-wide ideas[1]
Unleashing idea management: KIROI step 7[2]
Revolutionising idea management: KIROI Step 7 for ...[3]
Rethinking ideas management: KIROI step 7 for companies[4]
Rethinking idea management: KIROI step 7[5]
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