The challenge of mastering departmental innovation presents many leaders with complex tasks. Especially in a dynamic market environment, it is essential to specifically steer the process of innovation and to correctly involve both employees and structures. The sixth step of the KIROI model provides valuable impetus for this, showing how innovation processes within teams can be productively supported. Departmental innovation is brought into focus here, in particular, to enable sustainable changes.
Foundations of successful departmental innovation
Departmental innovation doesn't just mean developing new products or technologies. Instead, it also encompasses improvements in internal processes, communication channels, or collaboration. Leaders must therefore create an environment that actively fosters creativity and collaboration. For instance, companies in the mechanical engineering sector report that through targeted workshops for problem analysis and idea generation, employees have been able to discover unseen potential.
In the financial sector, agile methods like Design Thinking show how user-centricity can foster innovation. Teams there, for example, focus on iterative prototyping phases to develop new services directly based on customer needs. The pharmaceutical industry is also increasingly using innovation management tools to strengthen both product development and interdisciplinary communication, thereby supporting departmental innovation.
BEST PRACTICE with one customer (name hidden due to NDA contract)
In a manufacturing company, a joint innovation forum was initiated using step 6 of the KIROI process. There, employees from research, production, and sales were able to systematically discuss challenges and develop new ideas. This significantly improved internal cooperation and led to the launch of initial pilot projects for process optimisation.
The role of the leader in the sixth KIROI step
In the sixth step of the KIROI model, the leader actively supports innovation initiatives and ensures that suggestions from teams can be implemented in a structured manner. It is important not to overwhelm employees, but to create space for innovation through clear prioritisation and support.
In the IT sector too, it is evident that leaders drive innovation through open communication and regular feedback sessions. They organise innovation sprints where teams can quickly create and test prototypes. In retail, department heads rely on employees being encouraged to critically question processes and suggest improvements. This fosters a vibrant innovation culture that permeates all areas step by step.
BEST PRACTICE with one customer (name hidden due to NDA contract)
A software company used the sixth KIROI step to establish an innovation platform. Executives moderated the innovation dialogue there and ensured the linking of different competencies within departments. The result was a higher quality of ideas and a faster market launch of new features.
Practical tips for implementation
For managers, the process of departmental innovation can be concretely supported by the following measures:
- Make specific time slots for creative phases – ideas need space and quiet.
- Encourage cross-departmental exchange, for example, through interdisciplinary workshops.
- Utilise proven innovation methods such as Design Thinking or Effectuation to provide structures for targeted idea development.
- Embrace transparency and visibility: document innovation progress and celebrate small wins.
- Recognise employees as drivers of innovation and enable individual scope for manoeuvre.
In the automotive industry, executives report that the introduction of regular innovation meetings has established a continuous improvement process. In the energy sector, it has been shown that involving external partners enriches the innovation process and opens up new perspectives. At the same time, HR managers emphasise the importance of clearly communicating and making innovation goals measurable.
Departmental innovation as a driver of sustainable success
Departmental innovation is not a one-off project, but requires long-term commitment. Leaders who utilise the KIROI Step 6 build a culture where innovation is continuously lived. Transruption coaching supports the overcoming of resistance and promotes the teams' ownership.
This approach is also valued in the healthcare sector because it improves the integration of medical personnel and administration. Similarly, service providers report that customer satisfaction has noticeably increased thanks to an innovation-friendly atmosphere. Thus, innovation becomes a central pillar for long-term competitiveness.
BEST PRACTICE with one customer (name hidden due to NDA contract)
A medium-sized trading company was able to introduce a digital sales platform through the targeted use of the KIROI model as part of departmental innovation. The involvement of all departments, from purchasing to customer service, resulted in more efficient internal processes and simultaneously opened up new revenue opportunities.
My analysis
The sixth step of the KIROI model offers invaluable guidance to leaders for mastering departmental innovation. The active role of the leader in systematising ideas, providing resources, and creating space is crucial for sustainably leading innovation processes to success. Practical examples show that innovative capacity can be significantly increased through targeted communication and organisational measures. This makes departmental innovation an integral part of the company culture.
Further links from the text above:
Innovation Management: How Ideas Become Innovations
Innovation Leader – Innovative Leadership
The 7 most important innovation methods
Innovation Management and Leadership
Innovative methods and proven concepts for leadership development
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