The interim manager was commissioned by a company in the mechanical engineering sector for elevators and escalators. He was tasked with developing and implementing a concept for innovative idea management together with a four-person internal team.
Developing the vision and mission of idea management with the project team
To kick things off, the interim manager drew up a structured project plan for analysis, piloting, testing and implementation. In the analysis phase, he examined the history of past idea management in structured interviews with the specialist departments. This revealed that some suggestions for improvement had already been made in the past, which were adopted as requirements for the new innovation management. These suggestions for improvement related in particular to technical workflows without media disruptions. Other suggestions included good transparency and communication on the current status of innovation ideas and technical access requirements for field and office staff. Based on this, the project team developed a vision and mission for idea management together with the interim manager.
Technical workflows graphically modeled using Business Process Model and Notation
In the second part of the analysis phase, the interim manager worked with the stakeholders to graphically model the technical workflows using Business Process Model and Notation (BPMN 2.0 process). He then drew up a benefit analysis including requirements criteria. The main purpose of the benefit analysis was to prepare a well-founded make-or-buy decision and to contribute to the benchmarking of third-party providers for the selection of a suitable external innovation management platform solution. After deciding on a buy solution and selecting a suitable provider, the interim manager then coordinated contractual conditions, technical requirements and data protection aspects with the platform provider.
Customizing the innovation management platform
During the pilot phase, the interim manager coordinated the external provider and internal IT department in order to embed the platform into the organization's IT landscape as smoothly as possible. In addition, he coordinated the adaptation of the standard product so that the previously outlined BPMN process could be mapped on the new innovation management platform (customizing). The adjustments also included some requirements from the works council, approval workflows by the specialist departments and data protection requirements within the gamification process.
In the subsequent test phase, the interim manager, project team and service provider worked increasingly with agile methods and short iteration steps. Testing took place in a sandbox with a small test group and was completed in two sprints. Following a three-stage communication plan via management, executives and employees, the roll-out took place as planned after an 8-month project duration.
Strong employee participation and very positive feedback for new idea management
After the roll-out, there was a very high level of employee participation and very positive feedback. The good communication, the technically sound solution (for both office and field employees) and the ease of use of the new innovation management platform were particularly praised.
In order to ensure long-term success, a project management and reporting system was implemented downstream to guarantee an overview and transparency for stakeholders.
