I just finished a Coursera (free online) course, titled "Leading Strategic Innovation in Organizations". A very interesting course that I can recommend! It uses an "innovation constraints" framework, which helps to identify potential contraints at all levels. Generating ideas is relatively easy, compared to implementing those ideas. That's why it's good to understand where barriers for implemention are (or can be).
Today's Dilbert is a good example of just one of those barriers: ideas trapped inside your head (or: not knowing how to communicate your idea).
Related to this course is an article I found through the KNOW Network / Library: Seven deadly sins of large company innovation (based on an article in Forbes with the same title). It takes a different approach to looking at innovation failures in large companies. Each of the deadly sins is accompanied by an alternative approach.
1. One and Done
2. Product Development over Customer Development
3. Death by Committee
4. Reliance on Lagging, not Leading Indicators
5. A Culture that Stiffles Entrepreneurship
6. Poorly Aligned Reward Systems
While most are on the level of the organization and its strategy, the sins will be recognized by many I think. Just take sin 5, the culture. A culture of entrepreneurship includes taking initiative and risk. How many companies allow for experimentation?
Innovation is 'in' and companies realize that they need to be innovative to stay ahead (or become leader). Changing the company and its culture is hard. That's why I liked the approach in the Coursera course, which allows for making changes at all levels, starting at the individual.