While this is an interesting piece overall, based on the title I'm struggling to find the "action plan" part. The "lesson's learned" section is just statements,

While this is an interesting piece overall, based on the title I'm struggling to find the "action plan" part. The "lesson's learned" section is just statements, not even suggestions. * Large companies often have divisions and functions with innovation, incubation and technology scouting all operating independently with no common language or tools * Innovation heroics as the sole source of deployment of new capabilities are a sign of a dysfunctional organization * Innovation isn’t a single activity (incubators, accelerators, hackathons); it is a strategically organized end-to-end process from idea to deployment * Somewhere three, four or five levels down the organization are the real centers of innovation – accelerating mission/delivering innovative products/services at high speed * The CTO’s job is to: * create a common process, language and tools for innovation make them permanent with a written innovation doctrine and policy * And don’t ever tell anyone you’re a “short timer” The only actual suggestion in there is "create a common process, language and tools for innovation make them permanent with a written innovation doctrine and policy" but it doesn't really say how to do this or go into detail about what this might look like.