{"id":351196,"date":"2024-11-01T05:40:25","date_gmt":"2024-11-01T04:40:25","guid":{"rendered":"https:\/\/sauldie.org\/de\/ideenmanagement-kiroi-schritt-7-fuehrungskraft-innovation\/"},"modified":"2024-11-01T05:40:25","modified_gmt":"2024-11-01T04:40:25","slug":"idea-management-kiroi-step-7-leader-innovation","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/idea-management-kiroi-step-7-leader-innovation\/","title":{"rendered":"Unleashing idea management: KIROI step 7 for managers"},"content":{"rendered":"

At the centre of modern corporate management is the Idea management<\/b> as a decisive lever for sustainable innovation and employee retention. Managers in particular are required to actively shape and support this process. KIROI Step 7 offers a pioneering approach that transforms the classic suggestion scheme into a lively, company-wide innovation network. In this article, you will learn how you as a manager can use KIROI Step 7 to optimise your Idea management<\/b> and thus leverage real potential for change.<\/p>\n

KIROI Step 7: A holistic support concept for idea management<\/h2>\n

The seventh step in the KIROI concept understands Idea management<\/b> as a continuous, integrative process. The aim is not just to record individual suggestions, but to network the innovative power of all areas of the company in a sustainable way. The entire process of developing and realising ideas is systematically supported through targeted guidance. This creates a dynamic interplay of impetus, feedback and implementation. <\/p>\n

For example, a chemical company promotes dialogue between the laboratory and production via moderated workshops so that product improvements from the field are immediately fed back to the development team. Similarly, a mechanical engineering company digitally networks its customer service and sales departments so that customer feedback is directly integrated into innovation meetings. And a medium-sized IT company organises regular ideas caf\u00e9s to discuss unconventional solutions across departments.<\/p>\n

The change from a suggestion scheme to a culture of innovation<\/h3>\n

Many managers report that traditional suggestion schemes often only work selectively. Ideas often remain unprocessed or lose visibility. This is precisely where KIROI Step 7 comes in: By defining clear responsibilities and establishing regular feedback cycles, it creates transparency and motivation. This helps teams to actively develop and implement their suggestions. <\/p>\n

One example is a telecommunications provider that uses digital platforms to bundle and evaluate ideas from all areas and present their progress transparently. An automotive supplier, on the other hand, involves managers in permanent review rounds so that adjustments to the process can be made quickly. At the same time, a healthcare provider promotes a climate of openness where experimental approaches are also expressly desired and supported.<\/p>\n

Fields of action for managers in idea management<\/h2>\n

Managers take on key roles in the implementation of KIROI Step 7. Their core tasks include, Idea management<\/b> as an integral part of the corporate culture and to actively support it. The following areas of action are central to this:<\/p>\n