Good article at HBS Working Knowledge about why innovations sit on shelves instead of getting implemented and used.

The problem that Ludwig faced—leading an organization that didn't have the ability to conduct candid conversations about internal problems—is common. Worse, it's also the reason why many technically excellent innovations get stuck inside an organization and never make it to market.

According to our studies, the most effective way for a leader to realign his company is to facilitate open and honest conversation about any barriers the organization is facing. For the most part, this requires management to look closely at the roles of various parts of the business and alter the way employees interact. Increasing the pace of business innovation almost always requires reallocating decision rights and, more critically, power. Speeding time to market means delegating authority to heavyweight product development teams. But senior functional leaders, used to making key decisions, are likely to resist.