Idea Management

The steps common to all campaigns are: preparation, launching, and the generation and capture of ideas, assessment and feedback, the collective construction on the best ideas, the close of the campaign and dissemination of the results.

The process aims to salvage the best ideas. Each idea itself may contain the core of an innovative concept, but by itself lacks the detail and the collective thought necessary to make it innovative and applicable.

Our methodology focuses on how to improve the quality of ideas. The practice shows that, with increasing requirements on the initial idea, applying complex analysis, such as projections or any kind of actuarial justification, there is a loss-limiting, and that employees sense that they are outside its scope.

In our experience we have found that collaboration is the key to improving the quality of the ideas and produce the integration of concepts across all participants. This assumes additional training and experience that must have the evaluators at the time to generate feedback.

Example of successful communications by generating feedback:

Share the experience, "How have past experiences resolved? Are there colleagues from other sectors with this knowledge?"

Joining forces, "We are seeing that several partners have the same concern, would you be willing to shape your idea in the form of co?"


Clarification, "I think I understand what you mean, but does that really mean?". In this case the author of the idea is often able to improve their own idea.

The declaration of desire, "I understand your idea, but we believe it would be optimal if I could solve this problem"

The strengthening, "This is a good idea, but if we combine with these other concepts, gain more power"

Warnings, "I would be careful in considering these issues ..."

Most of these expressions provides an incentive for individuals as a result creating a tax on the primary idea.

Our approach focuses on developing the idea by applying multiple contributions from the different areas that represent the various participants. Thus the concept of the idea is best described and now has more substance and consensus among the various participants. Also, the benefits they bring different perspectives, contribute to the likelihood of implementing the idea as an innovation.

Finally, the phenomenon of collaboration, enrichment and feedback built a social network that reinforces the construction ideas that tend to generate innovation.

But we must also be clear that the mere application of these practices and strategies will not be guaranteed the conversion of ideas into innovations be achieved.

Promote collaboration is not an easy task. However, the evaluators with a suitable profile can achieve a greater willingness in people to make contributions on the ideas presented by other participants.

To improve the rate of collaboration, our consultants take into account various human factors that worked correctly increases the chances of fostering collaboration, these are:
Generate interest in the subject, people need to be encouraged to contribute.
Build confidence in the process, people must be assured that they and their ideas, will proper attention and there will always be a return.
Build trust in others, people need a certain faith in the ability of others to read and understand their contributions.
Focus on the overall theme and the ultimate goal, the organization may recover the skills and knowledge when they know clearly what is expected of them and what is the fundamental purpose of the project.
Generate membership, when people realize the importance of the project naturally offer their knowledge and cooperation as disinterested as they want or need to be part of change.
Time ruled, experience shows that generate a limited window of opportunity in the time it means that participants significantly increase their application of ideas in the campaign compared to programs of unlimited duration in time.
Build time and space for innovation. Not all people express their creative potential in meetings or workshops, on the contrary there is little that can be generated in group meetings of 2-4 hours daily.The ideas usually expressed spontaneously without respecting forms and pre-established mechanisms.
No filters informal setting, the organization must trust the capacity of its human resources to the best contributions based on their own decisions. Comments like "do not say," do not put that "directly threaten any capacity for organizational change that fosters a culture based on innovation and collaboration.

Our consultancy is based on the use of computer technology to develop innovation based on management ideas, without losing sight of the correct treatment of the points described in this document are those that generate a collaborative spirit towards achieving the objectives proposed by the organization.

The subsequent step to the end of a campaign of innovation is to develop a strategic planning workshop, the outcome of the action plans will emerge that will allow the organization to take the field resulting operational innovation. These workshops have a focus on no more than five working sessions and involves only the middle managers who are responsible for the operation