{"id":349324,"date":"2024-08-10T12:02:43","date_gmt":"2024-08-10T10:02:43","guid":{"rendered":"https:\/\/sauldie.org\/de\/ideenmanagement-unternehmen-kiroi-schritt-7-8\/"},"modified":"2024-08-10T12:02:43","modified_gmt":"2024-08-10T10:02:43","slug":"idea-management-company-kiroi-step-7-8","status":"publish","type":"post","link":"https:\/\/risawave.org\/en\/ideenmanagement-unternehmen-kiroi-schritt-7-8\/","title":{"rendered":"Innovation Management: KIROI Step 7 \u2013 How to Scale Innovation!"},"content":{"rendered":"

In an era of ever-increasing demands on companies, the topic of idea management is becoming increasingly important. Step 7 in the KIROI approach, in particular, supports the sustainable scaling of innovations, making them effective beyond individual departments. Here, idea management means not just collecting individual ideas, but above all the structured support and company-wide networking of impulses. This blog article demonstrates in a practical way how companies can design continuous innovation processes efficiently with KIROI Step 7 and thus secure competitive advantages.<\/p>\n

Ideas Management: The Key to Company-Wide Innovation<\/h2>\n

Many organisations find that idea management is often practiced in isolation. Individual departments collect suggestions without consistently following them up or sharing them with other areas. KIROI Step 7 tackles this precisely: it calls for cross-functional collaboration and the systematic development of promising ideas across different teams. This creates a culture of innovation that not only generates impulses but also disseminates and scales them throughout the entire organisation.<\/p>\n

The automotive industry provides an example: there, teams from production, IT, and marketing were able to jointly develop a new digital solution for more efficient management of manufacturing processes. Following a successful pilot phase, the result was scaled up and introduced in several plants, leading to a sustained increase in productivity. In the financial services sector, agile methods ensure that customer feedback from service is directly incorporated into product development. Ideas management is essential here to enable rapid market-relevant innovations. In retail, too, it is evident that digital platforms for idea exchange facilitate the swift dissemination and implementation of regional innovations across the entire company.<\/p>\n

BEST PRACTICE with one customer (name hidden due to NDA contract)<\/h3>\n

At a medium-sized manufacturing company, KIROI Step 7 was implemented to dismantle cross-departmental barriers to innovation. Through moderated workshops and targeted coaching, ideas could be realised more quickly. The transfer of knowledge between departments increased flexibility in response to market changes, and the company reported significantly shortened innovation cycles as well as improved employee motivation.<\/b><\/i><\/p>\n

How to scale your idea management with KIROI Step 7<\/h2>\n

Scaling ideation management requires a clear concept that encompasses not only the collection but also the implementation and networking of ideas. KIROI Step 7 turns this into a dynamic process that actively involves all participants. Transparency and continuous exchange form the basis for reducing inhibitions and keeping new impulses alive.<\/p>\n

In practice, this means, among other things:<\/p>\n