This paper explores the design of innovation systems in established organizations and how innovation approaches could be designed to account for organizational and sectoral realities that appear to be in conflict with innovation practices. Through a human-centered design approach, including a literature review, survey, and semi-structured interviews, the research team identified key insights associated with the challenges of integrating innovation into large, established organizations, specifically at the worldview and values level of analysis. Causal layered analysis is used to develop a deeper understanding of the issue. An organizational diagnostic is provided along with innovation system design principles and recommendations to support sustained innovation practice in established organizations.