In a world of constant change, idea management is becoming a strategic success factor for future-oriented companies[1]. While many organisations regularly collect suggestions from their employees, they experience frustration when these get lost in daily operations or when there is no feedback[4]. This is precisely where a revolutionary approach comes in: KIROI-Schritt 7 transforms classic suggestion schemes into a dynamic, continuous process[2]. This support for idea management projects connects all levels of the company and creates a culture in which real innovations can flourish[2]. This article shows you how modern idea management works and what practical impulses KIROI-Schritt 7 has to offer your organisation.
What ideas management means today
Ideenmanagement is far more than just a suggestion scheme[11]. It encompasses the systematic and structured handling of ideas for innovations and suggestions for improvement[1]. The definition has expanded considerably in recent years: today, it is understood to mean the entire value chain, from idea generation, through collection, to implementation and establishment as a new standard[1]. Ideas management thereby mobilises the collective intelligence of an organisation and utilises the creative potential of all employees[11].
In practice, this means specifically: an employee of a manufacturing company identifies an inefficient sequence in machine setup. They submit their suggestion, are transparently informed during the evaluation, and actively support its implementation. Another example comes from the software sector. Developers notice that a particular interface is too complex. Their idea management process captures this input, reviews it systematically, and leads to a simplification that shortens project timelines. In retail, ideas often arise at the checkout or in warehouse logistics. Here, too, modern idea management shows that it's not the suggestion itself that counts, but the intelligent support of its implementation[10].
The core problem for many companies is that ideas may be submitted but then disappear [8]. Clients often report suggestions that end up in the drawer or wait for feedback for months [4]. This situation demotivates employees and stifles innovation. Therefore, a different approach is needed: one that understands ideas management as a dynamic, ongoing process [4].
The four phases in the idea management process
Structured idea management typically follows four phases arranged like a funnel[2]. This so-called idea funnel ensures sensible resource allocation and ultimately leads to genuine innovations[5].
Phase 1: Idea Generation and Documentation in Idea Management
At the beginning, there is the systematic collection of suggestions. Ideas management thrives on receiving as many contributions as possible and ensuring that none are lost. This requires open channels and low-threshold access. Digital platforms like Jira Product Discovery or Q-ideate play an important role. However, traditional formats such as workshops and departmental meetings also have their value.
For example, a mechanical engineering company uses an online portal where technicians can document their optimisation ideas in real time. In contrast, a software company holds monthly innovation clinics where teams discuss and record their thoughts offline. A retail group combines both: it has a digital system for quick notes, but supplements this with moderated idea exchanges. What's important with any documentation is that the name of the submitter, the actual problem, the solution path, and the expected benefit must be clearly described [2].
The quality of the submission already determines how valuable the entire idea management process will be. Therefore, companies should offer clear templates that make structuring easier. This creates resilient foundations for the next phases right from the start.
Phase 2: Evaluation and Selection – The Heart of Idea Management
In the next step, an interdisciplinary team will evaluate the submitted ideas based on clear criteria[4]. Scoring models and SWOT analyses support this objective assessment[4]. Without transparent evaluation criteria, conflicts and frustration quickly arise because it is not clear why idea A was accepted and idea B was rejected.
For example, a car parts supplier uses a traffic light system: green means immediate implementation, yellow requires further analysis, and red means a polite rejection with justification. A pharmaceutical company works with a scoring system based on effort and benefit. A logistics service provider uses a combination: they first check feasibility, then business benefit, and finally the impact on employee safety. The best method is the one that your company understands and can apply.
It is particularly important then: Continuous support throughout the entire evaluation process. This fundamentally distinguishes modern idea management from older models. The idea generator is not left alone but receives regular feedback on the status of their idea. This keeps motivation high, even if implementation takes longer.
Phase 3: Implementing ideas in practice
Once an idea has been assessed and designated as a project, the implementation phase begins. This is often where the biggest drawback of many idea management systems becomes apparent: implementation falls apart because too few resources are allocated or priorities are overridden[8].
For instance, a mechanical engineer might directly integrate the selected improvement suggestion into their product development cycle and assign a project manager. In contrast, a software startup lets the original idea generator lead the small project themselves. A large mail-order company creates a small, cross-functional team for each project to be implemented. All three approaches work, as long as one thing is clear: there is someone responsible, a budget, and a timeline.
Continuous communication during implementation is just as important as the technical work itself. Regular updates, status meetings, and the ability to resolve obstacles promptly prevent projects from getting stuck.
Phase 4: Follow-up and Value Creation in Idea Management
The process concludes with the tracking of the implemented idea in relation to the realised benefit[9]. Was the idea economically successful? Did it solve the expected problems? What new insights have emerged? This phase not only closes the loop but also creates the data foundation for future idea management.
For example, a manufacturing company measures productivity gains and compares them with the initial estimate. An IT service provider documents customer satisfaction before and after the change. A financial institution calculates cost savings and uses these as a benchmark for similar projects. At the same time, appropriate recognition is given to the idea generator, which significantly increases motivation for future suggestions.
KIROI Step 7: The Transformation of Idea Management
KIROI Step 7 is a holistic approach to transforming idea management. This step is understood as supporting projects related to idea management in all its facets. It places the ongoing nature at the centre, rather than the isolated collection of suggestions, as is often the case with classical suggestion schemes.
In an era of constant change, idea management is no longer understood as merely a collection of suggestions, but as an ongoing and company-wide process[10]. KIROI Step 7 offers a practice-oriented framework for sustainably supporting ideas and actively integrating them into everyday work[10]. This makes the fundamental difference compared to older systems.
The unique selling point lies in the continuous support. A company in the mechanical engineering sector reports that KIROI Step 7 has increased its implementation rate from a previous thirty percent to over eighty percent. A large software corporation is using the approach to foster networking between different departments, which has led to unexpected cross-functional innovations. A retail chain experienced significantly increased employee motivation and reduced staff turnover in core areas through KIROI Step 7.
The holistic nature of KIROI - Step 7 in idea management
Decision-makers using the KIROI approach recognise that idea management cannot be viewed in isolation. KIROI Step 7 encourages thinking across departments and pooling resources strategically. This is particularly important in complex industries with rapid technological changes, where the integration of different perspectives leads to unexpected synergies and more sustainable innovations.
A constructive example comes from an international finance group. They implemented KIROI Step 7 to connect their fragmented innovation culture. Within six months, projects emerged that jointly improved customer service, technology, and compliance. Previously, these departments had worked in isolation. The idea from a customer service employee would never have received the technical expertise for true implementation without cross-departmental support.
Practical Implementation: How to Establish Idea Management in Your Company
An effective idea management programme is the heartbeat of innovation. However, implementation requires more than just a new platform or a new form. It's about cultural change, clear processes, and genuine commitment from leadership.
Creating channels for idea submissions in idea management
Actively encouraging employees to brainstorm across different channels is the first step. Digital platforms are valuable, but not sufficient. Many people think better in conversation or during collaborative whiteboard sessions. A consumer goods manufacturer therefore uses a multi-channel offering: an online portal for those in a hurry, workshops for teams, and one-on-one conversations for shy individuals. A technical office organises monthly innovation consultation hours. A hospital combines digital suggestions with moderated group discussions on each shift.
Low-threshold is crucial. If someone has to fill out three forms to submit an idea, ninety percent of good thoughts will never be articulated. Keep the input simple, but structured enough that usable information emerges.
Transparency through regular feedback rounds
Introducing regular feedback rounds so that idea generators receive feedback on status and progress is essential [10]. Nothing is more demotivating than silence. For example, a large energy company sends out monthly newsletters in which every submitted idea is mentioned with its status. A software company invites all idea generators to a virtual café monthly to give updates and discuss new ideas. A medium-sized plastics company uses notice boards and digital dashboards to make it visible to everyone which ideas are currently being worked on.
This step is often neglected, but it has enormous leverage. People want to know what is happening with their idea. Has it been rejected? Then please provide a reason. Is it still being evaluated? Then please give an estimated timeframe. Is it being implemented? Then please provide a milestone plan.
BEST PRACTICE with a customer (name hidden due to NDA contract): A mechanical engineer implemented KIROI Step 7 by sending out weekly innovation bulletins and conducting monthly workshops. Within three months, the number of submitted ideas increased by one hundred and fifty percent. At the same time, the working atmosphere improved measurably: employees felt heard and valued. The number of implemented ideas per quarter doubled.
Why an ideas management culture is so valuable
Ein starkes Ideenmanagement
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