Strike the right balance of innovation and standardization: Every time another execution process is added, corporate innovation suffers a little more. The conundrum is that every policy and procedure makes a company functioning, but efficient execution machine stifles innovation. Innovation is chaotic, messy, and uncertain only if you try to interpret innovation with conventional models, but when you will be able to define a new socio-economy paradigm, the innovation doesn't seem so chaotic. It needs radically different tools for measurement and control.
Embed innovation management mechanism into the corporate DNA: While companies intellectually understand innovation, they don’t really know how to build innovation into their culture or how to measure its progress. The current business models put on different layers of strategy and execution, and use metrics like KPIs based on a theoretical framework and not on the tactical problem solving. So businesses have to find models that give a right description of reality and you don't need to fit reality to the models.
A synergist's innovation leadership: The 'good news' is that under the current digital protocol, disruption is inevitable. It will take the "synergist", a business leader who can balance creativity with order, change and stability to restore vitality and ensure future growth. Unfortunately, synergists are often branded as weak leaders and pushed aside in favor of someone who makes a lot of noise. As disruptive innovation have, even more, obstacles in the corporate setting, specifically a culture developed on the basis of peer-based competition and the resistance to changes, or lack of support, the synergist's leadership has to be advocated in order to sustain innovation for the long term.
The shareholders' innovation appetite: It is not so much the notion of shareholders that is the problem, but what shareholders collectively value that is the issue. If shareholders valued innovation more, then, in theory, they would value companies that devote more resources toward future innovation more than those that optimize short term profits. Of course, the challenge is in knowing how to place some sort of value on innovation and that is hard to do in advance. The difficulty in figuring out how to assess that capability with any degree of certainty makes it easier to judge companies on short-term performance. Money spent on R&D is not necessarily a good indicator of future innovation performance, and there is not much else that is visible to the public other than past track record of the success of innovation.
Corporate innovation stagnation is more of an evolutionary process as bigger companies focus more on value maintenance than innovation, current organizational structure, and internal metrics discourage long-term innovation as well. But surely the big corporate can do disruptive innovation through an embedding culture of innovation; building ambidextrous capabilities; advocating synergetic leadership and empowering fearless innovators and change agent.