{"id":347334,"date":"2025-06-30T11:03:48","date_gmt":"2025-06-30T09:03:48","guid":{"rendered":"https:\/\/sauldie.org\/de\/abteilungsinnovation-kiroi-modell-fuehrungskraft\/"},"modified":"2025-06-30T11:03:48","modified_gmt":"2025-06-30T09:03:48","slug":"departmental-innovation-kiroi-model-manager","status":"publish","type":"post","link":"https:\/\/risawave.org\/en\/abteilungsinnovation-kiroi-modell-fuehrungskraft\/","title":{"rendered":"Mastering Departmental Innovation: KIROI Step 6 for Leaders"},"content":{"rendered":"

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.<\/p>\n

Foundations of successful departmental innovation<\/h2>\n

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.<\/p>\n

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.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)
\nIn 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.<\/p>\n

The role of the leader in the sixth KIROI step<\/h2>\n

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.<\/p>\n

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.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)
\nA 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.<\/p>\n

Practical tips for implementation<\/h3>\n

For managers, the process of departmental innovation can be concretely supported by the following measures:<\/p>\n