The existing literature on CSR practices covers various aspects of firm governance with only a passing mention of the innovation strategies of firms. Yet we know that innovations, especially market disrupting (MD) ones, have the potential to change societal welfare. Recognition and optimal exploitation of the CSR potential of such innovations can yield high dividends to firms. The present chapter thus attempts to contribute some insight on this issue through detailed case studies of the commercialization of two MD innovations in India – Bt cotton by Monsanto and a drugs cocktail for HIV-AIDS by Cipla. It also proposes a classification of innovations according to their CSR potential. The case studies demonstrate that the CSR potential of an MD innovation can directly serve two objectives, to increase profits and to augment bargaining power in conflicts with other stakeholders. In investing in an MD innovation, the firm must not only keep in mind the potential consumers, but also recognize other stakeholders who may help or hinder the commercialization. Any CSR oriented MD innovation must be supported by a robust business model to make it viable.