Systematic, repeated breakthrough innovation often poses a challenge to large companies because it is inherently risky and frequently requires competencies and approaches that divert from the mainstream of the organization. In many large companies, internal bureaucracy and red tape tend to stifle the required creativity, and internal R&D teams may struggle to think sufficiently “outside the box.” Creating a stand-alone, semi-independent breakthrough team focused on step-out/adjacent opportunities or grand challenges is a common first step that companies take to address these barriers.