I completely agree in principle. I think this is the advice Clayton Christensen would give. The example that comes to mind (and I may have some of the details

I completely agree in principle. I think this is the advice Clayton Christensen would give. The example that comes to mind (and I may have some of the details wrong) is HP finally breaking through with DeskJet after stagnating in innovation by making the group _completely_ separate. They moved the group to a new location geographically and gave them huge amounts of autonomy to make something outside the bubble / group-think of their LaserJet juggernaut. I have a personal example of this as well. I worked as a PM for a real estate software firm that owned 70%+ of the market for desktop software for real estate appraisers. 300+ employees with a lot of engineers. They decided to move into the real estate agent segment with a new product, and to avoid the group think and "our company's bread winner and primary focus is on X", they started a satellite office in another state. It was like a startup with occasional oversight from some investors and board. The corporate values were the same, but our autonomy allowed us to truly innovate.