Whether its TCS, Infosys or IBM - companies have at different times set up innovation cells and programs to encourage innovation. However, hardly any new innovations come out of such programs - leave alone transformational ones. The reason for failure of these programs - started with the most well meaning intentions - is highlighted in a talk by Google's CIO Douglas Merrill on Innovation at Google (video below). The video is not about these companies, or a criticism of innovation management practices. It simply is about defining innovation and then describing how innovation is managed at Google. The key highlight is towards the middle of the video when Douglas explains that innovation at Google is primarily chaotic. There are no committees to assess projects, no formal budgets, no approvals nothing! Here's what they do (PS: this is not a quote from the video): Google simply lets its engineers spend 20% time on their projects - thereafter it monitors these projects based on si