Over the last 10 years CMM has achieved widespread use as a model for improving software organisations. Often CMM is used to standardise software processes across projects. In this paper we discuss this standardisation of SPI in relation to innovation, organisational size and company growth. Our discussion is empirically based on years work and experience working with companies on SPI. In the concrete our discussion is enhanced by vignette stories taken from our experience. As a result we find that standardisation focussing on process, metrics, and controls may jeopardize innovative capabilities and company growth. We conclude by identifying and describing four mechanisms that can used to avoid disaster.