Innovation is the invention and commercialization of something of value. It follows then, that to innovate better or more frequently an organization needs to develop processes and expertise implementing each of the three factors of innovation: invention; commercialization; and the definition and quantification of value gaps in products, services or business models.
If a company can define repeatable, effective processes for each of these factors, that company can be more innovative than its competitors who might rely solely on the chance creative bursts of a few individuals who periodically engage in divergent thinking exercises.
GroEngine has already done the work for you of defining the key principles of continuous, purposeful innovation, which follow the rules of cause and effect that underlie the very fabric of existence (at the human scale, at least, not so much at the quantum scale).
Once your organization has learned the more tactical problem solving methodology and successfully applied it to concrete operational improvements, the next step is to use that same approach for applied creativity within both convergent and divergent thinking. Implemented in this order, the innovation process will feel natural.
Why not build the simple tools that allow your teams to organize around continuously exposing and fully defining and solving the most valuable challenges, be they at the customer or inside the organization? Is that not what every CEO expects to be happening in all parts of her organization all the time? Why do less than 80% of companies operate that way, then?