Idea management is a key success factor for companies that want to systematically promote innovation and strengthen their competitiveness. KIROI step 7 in particular helps to support and sustainably implement innovation ideas throughout the company. In this seventh step of the KIROI approach, idea management is understood as a continuous process that connects all areas of a company and thus fully utilises creative potential.
Idea management as a holistic support process
Simply collecting ideas is not enough in the long term. Companies often find that suggestions fizzle out at individual points if there is no clear structure for further development. KIROI Step 7 changes this situation by defining idea management as a lively support process. Ideas are actively supported from initial submission to implementation. Regular feedback cycles, responsible contact persons and transparent milestones are established.
In the automotive industry, for example, moderated workshops not only promote the exchange of ideas, but also help to optimise production processes efficiently. This enables teams to recognise obstacles early on and quickly eliminate them. Financial service providers also use this approach to improve customer processes in an agile manner and thereby significantly increase service quality. A large retail group also uses digital platforms to pool ideas from numerous branches and network them across the company - this significantly increases the speed of innovation.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a medium-sized production company, the introduction of KIROI Step 7 has led to cross-departmental blockades being broken down. The result was an accelerated implementation of suggestions for improvement, greater employee motivation and measurable success in product development.
Examples of successful support for innovation ideas
- In the IT industry, developers and UX designers work closely together so that ideas from user feedback can be realised directly in prototypes. This close support avoids delays and ensures a high level of user acceptance.
- In the retail sector, the transparent documentation of suggestions using digital tools means that employees from different shops can learn from each other. This promotes company-wide dialogue.
- Logistics companies jointly analyse optimisation proposals for supply chains in interdisciplinary teams, which promotes time and cost savings.
Methodical organisation of company-wide idea management
A central point in KIROI Step 7 is the establishment of regular dialogue formats. Workshops, innovation rounds and interdisciplinary project groups make it possible to bring together different points of view in a targeted manner. This reduces inhibitions and increases creativity in a targeted manner. Agile tools such as design thinking or scrum complement these formats by promoting the dynamic and transparent processing of ideas.
Digital platforms also play an important role: they offer a central point of contact for the collection, evaluation and further development of ideas. Functions such as automated feedback tools or AI-supported analyses accelerate process control. At the same time, the corporate culture remains crucial, as only an appreciative atmosphere can strengthen the spirit of innovation in the long term.
Practical examples of methods in idea management
- A global technology company uses digital whiteboards to visualise ideas worldwide in real time and gather feedback.
- A medium-sized service company introduces agile innovation circles that evaluate proposals and launch pilot projects in short cycles.
- In the pharmaceutical industry, a company establishes regular innovation workshops to network interdisciplinary teams from research and development.
Cultural requirements for sustainable idea management
Idea management thrives on an open corporate culture that allows for experimental learning and error tolerance. Step 7 of the KIROI approach in particular supports companies in actively shaping this culture. Clients often report that this has enabled them to reduce inhibitions for ideas, especially in cross-hierarchical teams. This increases participation and leads to a broader range of suggestions.
Above all, companies that specifically focus on a culture of error promote creative thinking in the long term. In this way, innovation is not a product of chance, but a plannable and structured activity. The combination of technology and culture ensures that the value of ideas is recognised and implemented and that the entire team benefits from the creative exchange.
Examples of cultural change in the context of idea management
- An IT service provider introduced an open feedback culture that promotes the rapid exchange of errors and solution approaches and thus accelerates innovation cycles.
- In mechanical engineering, a company relies on interdisciplinary teams that regularly reflect together and thus break down silo thinking.
- A wholesale company establishes „innovation ambassadors“ in the shops who motivate employees to actively participate in idea management.
My analysis
KIROI Step 7 in idea management offers a modern approach that goes beyond simply collecting suggestions. It creates a structured framework to support innovations systematically and company-wide. The combination of methodical support, suitable technology and an open culture is crucial here. This enables companies to significantly increase their innovative strength and measurably accelerate process optimisation. This approach supports the sustainable organisation of change processes, particularly in industries whose challenges change rapidly.
Further links from the text above:
Rethinking ideas management: KIROI step 7 for your company [2]
Understanding idea management as a continuous process [4]
Mastering idea management: KIROI step 6 for your department [6]
Revolutionising idea management: KIROI Step 7 [8]
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