Ideas management plays a central role in modern companies when it comes to fully exploiting the potential of all employees and actively driving innovation. Many managers wonder how they can develop concrete improvements from the numerous impulses of their teams that have a lasting effect. A particularly structured approach in this context is KIROI Step 6: With a clear methodology, not only can ideas be collected, but the best suggestions for one's own department can also be prioritised and consistently implemented [2].
Ideas management as a driver for departmental innovation
The targeted promotion of ideas management supports companies in increasing their innovative capacity in individual departments. Many teams report that they gain new impetus through regular brainstorming and the use of digital tools. For example, an online portal where employees can submit suggestions for improvement at any time can significantly increase participation[7]. Furthermore, the transparent documentation of ideas helps to maintain an overview and not to overlook any important suggestions. Feedback loops ensure that idea generators receive feedback and remain motivated to continue contributing.
BEST PRACTICE with a customer (name hidden due to NDA contract): An international service provider has specifically strengthened its HR department's innovative capacity with KIROI-Step 6. As part of a multi-week workshop programme, employees were invited to critically examine digital processes for personnel recruitment. Using Design Thinking, new approaches were jointly developed on how to make the application process more attractive. The result was a digital matching tool that automatically compares job profiles and applicant profiles, thereby significantly reducing recruitment effort. The use of clear criteria for evaluating and selecting the best ideas ensured that the suggestions were not only innovative but also practically implementable. Continuous support through transruption coaching ensured that the changes were experienced not as a burden but as a collective step in development.
Step 6: From Idea to Implementation – How Departmental Innovation Succeeds
The KIROI Step 6 offers a structured framework for developing practical innovations from initial ideas. It is important that the submission of proposals is designed to be accessible. Tools such as digital proposal portals or regular innovation days ensure a continuous flow of ideas. Evaluation then takes place according to defined criteria, such as benefits for the department, feasibility, and degree of innovation. The best ideas are then translated into concrete projects and provided with the necessary resources. Continuous dialogue between team leadership and employees sustainably embeds the changes in everyday work.
For example, a process manager using KIROI Step 6 can analyse which processes in the logistics department can be further optimised. Through a workshop, all stakeholders are invited to name their daily challenges and develop solutions together. The best suggestions are then tested prototypically before being introduced across the board. In this way, the entire department benefits from targeted improvements because the ideas do not remain abstract but become concretely tangible.
Another practical example shows how a company's marketing department uses KIROI step 6 to develop new campaign concepts. In short innovation sprints, ideas are gathered, evaluated, and the most promising approaches are directly tested with the target audience. This reduces the risk of failed investments and ensures high team acceptance because all participants are involved in the process.
BEST PRACTICE with a customer (name hidden due to NDA contract): In a manufacturing company, the production department was specifically involved in the innovation process using KIROI Step 6. A digital whiteboard made it possible to continually collect suggestions for improvement. The approach of conducting regular reflection sessions on current workflows together with transruptions coaching was particularly successful. This allowed employees to identify recurring bottlenecks and collaboratively develop solutions. The implementation of the best suggestions was accompanied by transparent monitoring, and the results were presented monthly to the team. The willingness to innovate increased significantly because the employees experienced that their ideas were taken seriously and implemented quickly.
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