In Safi Bahcall’s book “Loonshots”, he mentioned the importance of having Structure to guide/form Culture. I concur. When you have a structure that demands sales performance as a key performance indicator, no amount of brainstorming retreats or calls for innovation (or putting innovation as a corporate value!) is going to facilitate innovation.
Just like how Nespresso was made independent from its parent company, Nestlé, 10 years after filing the patent for the innovation, disruptive innovation usually requires an independent structure to protect it from internal politics that may fear the cannibalization of existing markets and business.
Corporations should remember that a competitor within the family is better than one from outside the family.