The paper analyses key building blocks of Clayton Christensen’s groundbreaking study from his book “The Innovator’s Dilemma” (1997). With reference to a case study of an established company which empowered its employees to realize their business ideas and eventually start-up fully owned new companies, the author asks why the highly regarded analysis of Christensen who also delivered proposals to manage the Dilemma did not enable established companies to take advantage of disruptive technologies and innovation in a similarly groundbreaking way. Based on his own experience with Corporate Innovation, the Innovator’s Dilemma, and his findings from the case study the author then argues to address the Innovator’s Dilemma on a higher level. He suggests that new regulatory means could unleash the full potential of innovators who happen to be employees for the common good.