Peter Merholz (Adaptive Path) talks about the "Highlander Principle" in this HBR blog post. He asserts that "there can only be one" true innovation in a new product if it is to succeed.
This is another area where cognitive & social limitations are often obvious only in retrospect. A use context of any complexity is usually tightly coupled to a larger ecosystem in ways that are difficult for both novices and experts to see. If an innovation is not almost "friction-free", the odds of it successfully carving out a niche (which usually means displacing existing capabilities and/or re-allocating/configuring existing resources) are low.
MIT's Sloan Management Review has a related discussion: small-fast use context experiments are a significant new tactic for innovation...at least for IT/data-intensive ecosystems.
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