{"id":348408,"date":"2025-08-20T21:06:50","date_gmt":"2025-08-20T19:06:50","guid":{"rendered":"https:\/\/sauldie.org\/de\/ideenmanagement-kiroi-schritt-7-innovation-im-unternehmen-2\/"},"modified":"2025-08-20T21:06:50","modified_gmt":"2025-08-20T19:06:50","slug":"ideas-management-kiroi-step-7-innovation-in-the-company-2","status":"publish","type":"post","link":"https:\/\/risawave.org\/en\/ideenmanagement-kiroi-schritt-7-innovation-im-unternehmen-2\/","title":{"rendered":"Rethinking idea management: KIROI Step 7 for decision-makers"},"content":{"rendered":"

Idea management is a key element for companies wanting to stay competitive in innovation today. This isn't just about collecting creative ideas, but about systematically supporting them and implementing them throughout the company. The KIROI Step 7, in particular, represents a completely new understanding of idea management: it promotes cross-departmental collaboration and is understood as a continuous process. This approach creates sustainable momentum for growth and innovation.<\/p>\n

Ideas management as an integrative success factor<\/h2>\n

As part of KIROI Step 7, ideas management is no longer viewed as an isolated task. Instead, it is understood as a dynamic process that actively involves all employees and breaks down barriers. For example, in mechanical engineering, moderated workshops are used to shorten development phases and strengthen cross-departmental communication. Teams work more closely together, exchange knowledge, and drive innovation significantly faster.<\/p>\n

Transparent feedback and integrated processes are also observable in software development, leading to improved product quality and faster adaptation to customer needs. Retail companies, in turn, benefit from digital suggestion platforms that connect locations and departments. These platforms make it easy to submit ideas and implement them efficiently.<\/p>\n

The value of such approaches is particularly evident in practical applications:<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> A manufacturing company used KIROI Step 7 to uncover barriers to idea implementation. Structured workshops significantly improved knowledge transfer between departments. This accelerated development cycles and fostered a sustainable culture of innovation within the company.<\/i><\/p>\n

Technological tools as a lever for innovation<\/h3>\n

A modern idea management culture is increasingly making use of digital tools, making the process transparent and traceable. For example, a service company implemented a digital platform through which employees could centrally record their suggestions. A panel systematically evaluated the ideas. This led to increased participation and faster implementation of innovations.<\/p>\n

In the automotive industry, such platforms are used to manage ideas and set priorities across different locations. The integration of reporting tools also supports better control and transparent communication of innovation projects.<\/p>\n

KIROI Step 7: Support and promote implementation<\/h2>\n

A central aspect of KIROI Step 7 is the continuous support of idea processes. This prevents promising suggestions from failing due to implementation hurdles. This is often done through coaching, which provides practical support to all involved and gives impetus for improving processes.<\/p>\n

In the IT industry, for instance, teams report that structured training sessions for knowledge exchange between experienced and new employees boost the progress of innovation projects. Hands-on support helps to reduce misunderstandings in the process and to focus on promising ideas.<\/p>\n

Retail companies are using targeted communication measures to create acceptance for new ideas. This promotes a positive attitude towards the change process among employees, which is crucial for project success.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/b> In an internationally active company, KIROI-Step 7 helped to identify complex implementation barriers in innovations early on. Individually tailored coaching made it possible to remove obstacles and optimise knowledge transfer between teams. The result was a significantly higher implementation speed for innovation projects.<\/i><\/p>\n

Practical tips for decision-makers<\/h3>\n

Decision-makers should understand idea management as a long-term process supported by all levels of the company. The following prompts can help:<\/p>\n