When thinking about innovation and sustained growth, one is not only required to defend their current product line or successes, but need to consider "outside-the-box" thinking - an evaluation process that also considers obsolescence of successes and reinvention of consumer habits and practices - or accepted norms. The best explanation of an "Innovation Continuum" was advocated by Charles A. Rilley and Michael L. Tushman in their April 2004 Harvard Business Review article titled "The Ambidextrous Organization"1. In essence, Rilley and Tushman suggested that innovation comes in a variety of different sizes and proposed a continuum that ranges from incremental innovations to large scale discontinuous innovations, with the ability to alternate between different organizational models that focus on exploitation and exploration. In "Innovation Continuum", we need to think about life after a successful innovation, especially one that changes consumer's habits and practices that produces a consumer perception, so that the innovation continues to look innovative. There is a constant cascading disruption and downfall of existing products when a new or revolutionary idea is introduced.