The challenge is that while management teams sponsor innovation and innovation initiatives, they often forget to change how people are evaluated or compensated. So, when the teams are called on to generate ideas or manage ideas, they are initially very excited. After all, who doesn't want to generate and manage new ideas? But then the reality sets in.
There's no incentive model, no section of their evaluation form, no compensation that aligns to the innovation work, yet the innovation work requires significant time away from regular tasks. So, the question becomes - where should I spend my time? I want to work on innovation, but my supervisor doesn't want me to spend my time outside of my regular duties. If I do get called into an innovation program, can I afford to spend time on that program and keep my regular duties up to date? What happens if I participate and fail? How will my work be compensated and evaluated.
Ultimately, people do what they are motivated and compensated to do. If we don't impact everyone's motivation, compensation and evaluation metrics to encourage participation in innovation, then we'll end up with a lot of folks who are excited about innovation possibilities but can't commit any time since they aren't compensated or rewarded on an innovation basis. This leads to frustration and a sense that the management team isn't serious about innovation.
If you don't change how people are compensated and evaluated, yet expect them to participate in innovation initiatives, you'll find a few people who are interested will show up, regardless of the cost to them, and the remainder are very half-hearted or simply cannot commit the time and resources necessary to make innovation work.