![]() The Ability to Leverage Intellectual Property (IP).The report cites examples of CEOs and other corporate leaders who spearheaded their companies’ innovation efforts, instituting “fundamental changes in corporate culture, systems, and practices” in order to promote innovation throughout the organization. After extensive analysis and interviews with the leaders of innovative companies, we identified five key success factors that differentiate the most innovative organizations from the rest of the pack: ![]() The aim of BCG’s report Lessons from Leaders: The Most Innovative Companies 2013 was straightforward: to identify and analyze what gives successful innovators their edge in performance, growth, and shareholder returns. The spread is even wider in Asia, where innovators enjoy a 14 percent three-year premium and a 6.9 percent ten-year premium over their peers. In the Americas, for example, innovative companies generate three-year total shareholder return premiums of 6.7 percent over their industry peers the ten-year premium is 2.9 percent. (See “Looking Back at Lessons from Leaders: The Most Innovative Companies 2013.”) Corporate leaders are urgently concerned about innovation for one simple reason: growth through innovation is the surest, straightest route to superior performance. Innovation is high on most CEOs’ agendas-some 77 percent of those we surveyed in 2013 said it was their top strategic priority or one of their top three priorities. Drawing on our extensive experience in the field, we offer insights into their most effective applications and describe how they can best be used in concert for maximum strategic advantage. In this report, The Boston Consulting Group takes a close look at tools already in use at some of the corporate world’s innovation leaders to identify and explore new pathways to growth, including business incubators and accelerators, corporate venture investing, and strategic partnerships. Not a literal one, perhaps, but CEOs would no doubt welcome the ability to see around corners and spot the approaching forces that could disrupt their businesses or give them an innovation advantage over their peers. ![]() But one low-tech instrument is in demand in nearly all of them: a periscope. Most corporate-executive suites are packed with all manner of state-of-the-art technology.
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