Much has been written about leading transformational change in large organizations. Going back to Kotter in the mid-90s we have been told that successful large-scale change requires a team of aligned executives. This is especially true when transforming innovation capabilities.
New Chief Innovation Officers need to establish themselves into their role quickly, take stock of the current environment, articulate the imperative for improvement, and acquire the charter from leadership to transform the innovation capabilities of the organization. The job is difficult in all cases, without a clear charge from the top, it may prove impossible.