A company can be a lot of things, but mostly it is a group of people who have similar idea about a profitable business offering. On the matter of commerce, colleagues are (more or less) philosophically-aligned. This isn't group-think, this is efficiency. If you had to spend all of your time defining terms with your co-workers, you'd never get anything done.
You are efficient and effective because there are whole bunch of assumptions that you don't question in your day-to-day work. Questions you don't have to ponder. You are running an enterprise, not a philosophy class.
But for innovation, givens are a problem. People need to ask stupid questions. A few key stakeholders (with budgets and backing) need to take chances and be willing to lose face. Therefore, the things that makes your organization run well day-to-day and quarter-to-quarter are exactly what makes it hard to innovate.
You're just too damn close to it. And you should be.
If you are happy with the results your business is getting, you don't have to worry about innovation. (Probably.) But while you've been doing the same thing, the world has been changing and evolving. And somewhere, deep in the back of your routined brain, you know anything that isn't growing is dying.
To get unstuck. To get it done. To make it better, you need someone from the outside. Someone who can look at the trees and see the forest. Then look at the forest and say, "Yeah, but have you ever thought about grassland here? Maybe a river?"
"Oh and BTW, this process over here that's just 'How things are done?' That's costing you 1M per month. Here's how we've seen other industries turn that liability into an opportunity."
The opportunities you don't seize are the ones you can't see. You're too close.