The question is not who owns innovation, but rather who owns innovation competency development. I see more companies moving in this direction. Some place this within a process excellence group while others move it right into a functional department such as marketing or R&D. Still others have dedicated resources such as GE and Diageo, two members of the MSI Innovation Roundtable. Build innovation competency and the question of who owns innovation becomes moot.
Innovation is a skill, not a gift. Top organizations drive growth by nurturing and investing in innovation as a competency. One way organizations make it real is by including innovation within formal competency models.
Professor Rodney Rogers of Portland State University defines a competency as a persistent pattern of behavior resulting from a cluster of knowledge, skills, abilities, and motivations. It is the persistence of those behaviors that matter most and help your organization succeed. Competency models are a useful way to formalize that behavior and make it persistent. They help describe the ideal patterns needed for exceptional performance. They are a blueprint for the type of person needed for a specific job. And they help diagnose and evaluate employee performance. It takes a lot of work to develop one, but it's worth it.