A key failure mode for businesses of all sizes is application of an otherwise good innovation strategy at the wrong time. It is a well-known but little understood fact that good strategies and managers from one environment fail miserably in delivering successful innovations under a different condition. A systematic tool for evaluating and selecting a strong and appropriate set of innovation strategies is needed for any organizations success. In this paper, Global Innovation Map (GIP) is introduced as a tool to decide on effective approaches where strategy vectors are included with optimum approaches mapped to the company lifecycle from start up, to growth and maturity stages. The initial vector mapped using the GIP approach is drive-to-market activities. Mapping of this vector highlights similarities and differences (where pitfalls are) from the initial creative spark to the obsolescence. For example, whereas in a start up frequent obsolescence is required to avail resources for the next concepts, in the growth phase a chaotic obsolesce needs to be tolerated to support production growth, while in the mature phase a planned obsolescence maintains the fine-tuned efficiencies. Application of this tool is demonstrated using case studies of a Fortune 500 company and a start up. Future GIP extensions to vectors like value chain and management are also introduced.