Innovation in many ways is an idiosyncratic process, differing across sectors and affected by individual organisational purpose, history, structure, capabilities and culture. Innovations successfully improve the performance of organisations and their ability to meet objectives. Biographies and autobiographies of great innovation leaders are rarely insightful and are often worthless hagiographies. The innovation antibodies are often evident in middle layers of management, protective of their turf and whose responsibilities and incentives are directed towards delivery of highly defined operational objectives that leave no room for innovation. The balance innovation leaders seek can be seen in portfolios of innovation investments, decisions on what to do in-house, buy or partner in producing, and in choices of organisational structures. Innovation involves organisational and personal risk and its success should be recognised and appreciated commensurately. The organisational task is to clarify what success looks like.