The Innovation Value Chain is a concept that replicates the idea of ​​turning raw materials into finished products, but turns innovative ideas into practice. This article introduces a new concept that we have not covered in depth and seeks to answer the question of how companies effectively and efficiently implement these new ideas into their business strategy. The authors described the three stages of the innovation value chain as idea generation, idea conversion and idea diffusion. This article encourages managers to view the entire innovation process from start to finish and improve the weakest parts of the process. Furthermore, the authors state: “A company's innovation capacity is equal to that of the weakest link in its innovation value chain.” Hansen and Birkinshaw provide excellent examples for repairing the weakest links in the three-step chain. A company that has difficulty generating new ideas is dysfunctional at building external and internal networks, so its ideas never thrive. The authors imply that a company must have external sources through solving solutions or discovering through scouting appropriate sources. The authors describe how Proctor and Gamble and Eli Lily find solutions by asking outside sources for advice through their websites and offering considerable rewards for the innovative solution. They also described how internal scouts managed to discover a solution for Siemens through an external source: ideas from PhD students. The article also highlights the importance of internal networks and forming cross-functional teams to encourage personal networks. Proctor and Gamble has successfully achieved this through the development of its Olay Daily facial products. Innovation must come from a variety of external and internal sources. The authors also describe how a company improves its idea conversion process through multi-channel financing and/or having safe assets. Multi-channel financing allows a separate part of the company to be an internal venture capitalist and oversee all innovation and parallel the financing with the level of commitment. The safe harbor approach allows an innovation to escape budget constraints but still remain under corporate oversight. Both approaches emphasize the importance of leaving room for ideas to grow. The authors also highlight the importance of having a high-level employee who plays the role of persuader of ideas. This is what Sara Lee did in convincing all her managers of her soap product Sanex, a clear example of idea diffusion.