One thing I’ve learned in my own practice is that it might be *impossible* for most large companies to innovate in any serious way. There’s too much process debt–a mature company executes, and by definition execution doesn’t innovate. I’m beginning to suspect as our discipline matures that “innovation” can be described as a market like any other. Some markets are inherently unattractive.
I’m beginning to think that practitioners need to focus on companies in the middle of switching between market fit and stable execution. They’re still capable of “getting” innovation, and you catch them in time to bake innovative practices into the org.