Idea management is worth millions at Brazilian Fleury

A reference in innovation in Brazil from its beginning, Fleury is the largest group of clinical analysis in Latin America, with more than 10,000 employees currently. To stay ahead in the race, in 2011, the group introduced the “Central de Ideias” (Idea Market), an Exago idea management solution capable of unleashing the potential of Fleury’s staff. In just over two years, more than 900 ideas were implemented, generating millions of reais in value.

In addition to the increased involvement of employees in the company’s culture of innovation, the ideas proposed in Exago’s platform have also resulted in more efficient, sustainable, and environmentally friendly processes, reducing the costs associated with operations.

Exago’s idea management solution was adopted in September 2011, to promote organisational creativity and leverage the company’s collective intelligence. This “Central de Ideias” is a tailored enterprise social network, where all can participate and which not only collects and harnesses everyone’s ideas but also evaluates and values them.

Thousands of active employees, hundreds of ideas implemented

Fifteen months after implementing and disseminating Exago’s model, more than 70% of Fleury’s staff had joined in actively, a participation level exceeding even the most ambitious targets. Indeed, four months after the launch, participation was already three times the total participation in earlier initiatives. All this was achieved with half of the rewards budget needed before. In early 2014, over 6,800 participants were active and interconnected.

This high level of participation has borne much fruit. Throughout 2012, 480 ideas were introduced on average every month.

Patricia Maeda, in charge of innovation within the Fleury Group, says that “The number and quality of ideas implemented is greatly benefiting the company. We were able to involve the whole Fleury universe in the collaborative process, allowing different types of employees to participate in the program: creative individuals, critics, and executors.”

And what is the receipt for good results? “The successful results come from a combination of factors. One of them is the tool itself, a major component of the program, but this does not eliminate the importance of managing constant engagement and communication, as well as alignment with leaders. Without an integrated management of these factors, we would not have the results we have today”, Patricia explains.

To know the full story, download this case study in here.

Share this on: