Introduction M ost leaders would like their organizations to be more innovative: to create new products and services; to develop inventive business proc- esses; to change the rules and boundaries of a market; indeed to follow in the footsteps of pioneers such as Apple, Google and Virgin. Their motivation, apart from a desire to emulate these business successes, is that consumers and other stakeholders demand the relevantly new. Correctly understanding and meeting people's needs and wants drives successful innovation: think Apple iPad, Google Earth and Virgin Media's Digital Home Support. For these businesses, innovation is a top strategic priority that delivers value for customers and generates above average returns. As James Andrew of Boston Consulting Group notes of the 50 most innovative companies in the world, `they outperform their regional peers in stock markets somewhere north of 200 basis points, year after year.' So we might ask, why don't more organizations invest in innovation? Yet throwing money at it doesn't seem