Hi Steve Davis, thanks for this article!
What you are pointing out is very interesting: large companies have to live with a paradox in order to be both good at what they are doing and good at innovating (a.k.a. incremental vs disruptive innovation).
What do you think of Alex Osterwalder’s approach which consists of saying: okay, not so many companies are able to embrace this paradox so why not instead change the organizational structure and split the company into two different branches: one for the current business model and another dedicated at turning innovative ideas to new business models.
Personally, I think it enables a consistent approach to innovation and prevents two different cultures and mindsets to collide.