Scott Kirsner writes in the Harvard Business Review about a study done for Innovation Leader about the obstacles innovation faces in large businesses. 

On one hand CEO's are happily not to blame, but on the other internal politics, turf wars and a lack of alignment are a monster cited by 55% of the study. 

Three things got my attention in the study and the feelings of the respondents.

Firstly, it was the simple inability of large businesses to react to market changes. Large businesses can lack structures or processes to test or attempt effective action. It means innovation never moves past the knowledge that something needs to be done, or a well-meaning strategic PowerPoint presentation.

Then the need to influence corporate culture and create an inclusive innovation story can't be underestimated. 45% of respondents blamed cultural issues for a lack of innovation which is remarkable for such a poorly defined aspect of our working lives. 

I'd argue that it's a side-effect of positive innovation actions that failed or were dropped too quickly after people invested their reputations or energy into them. Few things reinforce a feeling of inertia more than I-told-you-so disappointment. 

Few things infuse a culture with self-belief better than turning ideas into reality, even if they aren't perfect every time. Start-ups disrupt with action, not perfection. 

Kirsner's final point cuts to the chase and is brilliantly simple, "long-term commitment is essential". 

Read the full article on HBR.