Creativity lies dormant in every company. But how do you get these valuable ideas out of the heads of your employees? This is exactly where modern idea management comes in. It offers a structured method for collecting, evaluating and implementing ideas. KIROI Step 7 offers an innovative way of understanding idea management not as a one-off action, but as a continuous process within your organisation[1].
Idea management: far more than just collecting suggestions
Many companies confuse idea management with simple suggestion boxes. This is a misunderstanding. Genuine idea management is a comprehensive process. It ranges from the generation and recording of ideas to the implementation of improvements[1].
The process begins with brainstorming. Employees are invited to contribute their thoughts. This is done via various channels. Digital platforms play an important role. Brainstorming sessions are also valuable. Innovation challenges also motivate teams to participate[1].
The collection is followed by the evaluation. Not every idea can be realised immediately. Experts check the feasibility. They analyse the potential impact. They check that they are in line with strategic goals. This is how the best candidates are identified[1].
Then comes the development phase. Selected ideas are refined. Teams often work together across functions. Prototypes are created. Tests show whether the concepts really work[1].
Implementation is the decisive step. Resources are allocated. Action plans are created. Progress is monitored. Feedback flows back continuously[1].
KIROI step 7: Think ideas management company-wide
Traditional idea management systems often have a problem. They work in isolation. Departments do not know the suggestions of other departments. Synergies remain unutilised. KIROI step 7 solves this dilemma[2].
KIROI step 7 focusses on networking. It actively connects different areas of the company. The step is called: „Ideas for other departments“. This already describes the philosophy[2].
The strength lies in co-operation. Customer service, IT and marketing work together. New perspectives emerge. Solutions become more holistic. The added value for the entire company grows[2].
How KIROI Step 7 breaks down barriers
Many innovation projects fail due to practical obstacles. A good concept is blocked. Resources are lacking. Responsibilities are unclear. Communication between teams is weak[2].
KIROI Step 7 works specifically on these problems. Moderated workshops bring people together. Obstacles are openly identified. Solutions are developed together. In this way, every idea is taken seriously[2].
This support gives idea management a new quality. It becomes alive. It becomes concrete. It generates real change[2].
BEST PRACTICE with a customer (name hidden due to NDA contract): A company in the industrial manufacturing sector used KIROI Step 7. The aim was to systematically identify obstacles to implementation. Moderated workshops promoted dialogue between departments. The obstacles were removed in a targeted manner. The result: innovation projects were realised more quickly. The exchange of knowledge between departments intensified significantly. The innovative strength of the entire organisation was sustainably strengthened.
Industry examples: Idea management in practice
Mechanical engineering and idea management
Idea management is particularly valuable in the mechanical engineering industry. Development loops are often long and expensive. Small improvements save large sums of money[2].
Development times are significantly reduced through targeted workshops. Designers, engineers and production staff exchange ideas. Problems are recognised earlier. Solutions are developed more quickly. Product innovations reach the market more quickly[2].
Idea management helps to minimise undesirable developments. Costs fall. Quality increases. Competitiveness increases[2].
Software development and creative impulses
Software companies report improved collaboration. Idea management actively involves development teams. Their proximity to the code and customer problems is valuable[2].
When programmers are allowed to contribute their ideas, better software is created. The quality of new features increases. Bugs become fewer. User satisfaction increases[2].
Ideas management creates an environment in which creativity can flourish. Developers feel heard. This motivates and retains talent[2].
Retail: Idea management across branch boundaries
Retail chains benefit enormously from idea management. Their employees work closely with customers. They know exactly what the problems and wishes are[4].
Digital platforms enable suggestions from one shop to be publicised to all others. A cashier in Hamburg has a good idea? It can be implemented immediately in Munich. Knowledge is shared. Learning takes place[4].
Idea management makes large corporate networks agile. Every branch can learn from every other branch. Innovation comes from everywhere[4].
Practical steps: Establishing idea management in the company
Step 1: Establish an idea management culture
Idea management needs a supportive culture. Employees need to know that their suggestions are welcome. They are allowed to take risks. Mistakes are allowed[1].
Managers play a key role. They must exemplify creativity. They should ask questions. They must take up and support ideas[1].
An open feedback culture is key. People want to know what is happening with their idea. Transparency creates trust[1].
Step 2: Create structured channels for idea management
Good infrastructure supports idea management. A digital platform is indispensable today. It should be easy to use. Employees must be able to submit ideas quickly[1].
Regular brainstorming sessions complement the digital solution. Teams sit together. They build on each other. Synergies are created[1].
Innovation challenges create additional incentives. A specific problem is posed. Teams work on it. The best solution wins[1].
Step 3: Think company-wide idea management with KIROI Step 7
The ideal case: ideas from one department are utilised for other areas. This requires conscious thinking. KIROI step 7 structures this[4].
Regular workshop series bring different departments together. People present their ideas. Others add to or adapt them. This is how ideas grow across borders[4].
This makes idea management a real driver of corporate transformation[4].
Recognising and overcoming common obstacles in idea management
Many companies start with idea management, but experience stagnation. There are various reasons for this. Some collect ideas but do not implement them. This demotivates employees[8].
Others have silos. Departments don't know each other. Knowledge transfer does not take place. Ideas remain localised[8].
Sometimes there is a lack of clear responsibilities. Who drives an idea forward? Who makes decisions? Unclear responsibilities lead to delays[8].
The transruptions coaching approach addresses precisely these problems. Clients often report that traditional idea management is not enough. They do not achieve the peak performance they need with traditional methods. KIROI Step 7 provides methods to close this gap[8].
The role of feedback and recognition in idea management
Idea management thrives on feedback. Employees need to know how their suggestions have been evaluated. Was the idea accepted? Why not? What comes next?[1]
Recognition is also key. People like their work to be seen. A simple thank you has a big impact. Even small tokens of appreciation are motivating[1].
Some companies offer financial incentives. Others choose other forms of recognition. What counts: Consistency and authenticity[1].
Idea management thus becomes a culture of mutual appreciation. People feel like they are part of something bigger[1].
Digital tools and technology in idea management
Modern idea management systems are digital. Web-based platforms enable centralised administration. Employees can submit ideas from anywhere[6].
These systems also enable discussions. Others can leave comments. Ideas are developed further. Idea management becomes more dialogue-based[6].
Voting functions are popular. Teams can rate ideas. The best suggestions receive visibly more support. This optimises the use of resources[6].
Analytics show which departments are active. How many ideas have been implemented? How long does the implementation take? Such data informs continuous improvement[6].
Idea management as a strategic competitive advantage
Companies that take idea management seriously become more competitive. They innovate faster. They react more flexibly to market changes. They retain talent better[7].
Idea management thus becomes a strategic success factor. It is not just an HR issue. It is a management task. Top managers must support it and set an example[7].
In the long term, organisations that harness the creative potential of all employees are ahead of the rest. Idea management is the key to this[7].
My analysis
Rethinking idea management means understanding it as a continuous process. The classic focus on collection is no longer enough. Companies need a holistic strategy that integrates all levels. KIROI Step 7 provides an innovative framework for this[4].
Practice shows: When idea management works across departments, real ideas are created.
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