Warhurst and Wright’s article outlines the current orthodoxy about innovation, showing that innovation is failing to deliver the anticipated enhanced performance, and how job quality and its potential role in helping lever innovation is underappreciated. They argue that innovation is misconstrued and that its levers are misdiagnosed. They offer a solution to these problems, pointing out that a different model of innovation exists, one that can be boosted by drawing on a different kind of quality as a resource—job quality. Good job quality underpins organizational innovation and when adopting job quality as a lever for innovation, companies need to rethink how they manage and organize their employees inside the workplace. They see that developing an approach that integrates job quality and innovation would be not just desirable but also feasible for many companies.