IDEA SUMMARY: (Please discuss to improve this)

Each Department needs its disruptive innovator / cell that will (when successful) swallow the Department as it currently exists.

• 10% of resources should be given to disruptors
• Sales and Delivery Departments would be idea candidates to start with
• Currently innovation driver is someone junior with no mandate or budget that must inform and remind employees to use the corporate innovation tool (similar to knowledge sharing driver, add-on-sales driver, etc.)
• The Business Disruptor instead needs to look like the next leader of the future (transformed) department, reporting to the Department head, driving new business model and business development
• Disruptive Innovation needs to be partly crowd-sourced across the Department, partly driven by the Disruptors own ideas + the cell as it builds

BACKGROUND:
Efficient organisations are in the main grey dinosaur institutions - controlling, managing variance, streamlining, industrialising, harvesting, focused on the floor / the average mean behaviour. No room for innovation or independent thinking - how could we possibly scale that? How could we maintain 6 sigma quality? No, Innovation must be stopped!

Not easy going for any poor wannabe innovative employee (Dave) as we saw in the moocumentary movie.....
https://groups.google.com/forum/m/#!topic/triclopschat/wxqWkx1IoE4

Innovation should ONLY be allowed (& simultaneously controlled) in newly purchased agile small companies that will not be fully integrated but allowed some autonomy and dispensation from the full corporate blueprint bureaucracy.

BUT what if every unit within the company could be allowed to be innovative & self-disruptive? Better yet, lets DESIGN every organisational unit to be self disruptive!
Any unit big enough to have a business controller (BC) should also have a business disrupter (BD) that tries to create an alternative business and canabilize the original business & poach all its people (before the external competition does).
The focus of disruption could be to adopt the strengths of new competitors & / or to circumvent the legacy constraints of the parent organisation (like Telefonica Digital acting like an over-the-top (OTT) comms service provider, so that if (traditional) Telefonica is beaten by a new OTT player, it should be Telefonica (Digital) rather than skype, viber or etc.). There could be many alternative focusses of course.
BUT the point is that we should try to build this disruption down at every individual unit level, where it can be most intimate & effective, not only at the company buys company level.