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InnovationSystems
NeedaReboot
June2024
ByJustinManly,MichaelRingel,AmyMacDougall,JohannHarnoss,JacobWolke-Perten,
WendiBackler,KetilGjerstad,RyojiKimura,andBethViner
Contents
01
Innovationin2024
0
6ToClosetheInnovationReadinessGap,StartwithStrategy
?TheStrategicForesightImperative
?ForNovoNordiskandLilly,PersistencePaysOffintheObesityDomain
?Aptiv’sInnovationSystemIsNotonAutopilot
?Nvidia’sPathtoBecomingtheAIRevolution’sBrain
1
4
20
AcceleratingInnovationwithGenAI
AbouttheAuthors
Innovationin2024
H
ere’saparadox.Companieshaveneverplaceda
higherpriorityoninnovation—yettheyhaveneverbeenasunreadytodeliverontheirinnovationaspi-
rations.
Ourannualsurveyofglobalinnovatorsfindsthatthepan-demic,ashiftingmacroeconomicclimate,andrisinggeo-politicaltensionshavealltakenatolloninnovationdisci-pline.Facedwithhighuncertainty,leaders’focusshifted
frommedium-termadvantageandvaluecreationtoshort-termagility.Inthatenvironment,thesystemsthatguide
innovationactivitiesandchannelinnovationinvestmentssuffered,leavingorganizationslessfitfortheracetocome.
Inparticular,innovationreadiness—asmeasuredbyBCG’sproprietaryinnovationmaturityscore—isdownacrosstheelementsoftheinnovationsystemthatalignitwiththe
corporatevaluecreationagenda.Atthesametime,execu-tivesreportthatinnovationactivitiescontinueatpre-pan-demiclevels.
Thisfindingevokesatroublingpictureof“zombie”innova-tionorganizationsgoingthroughthemotionsinanendlessloopasthestrategicenvironmentshiftsaroundthem.
Withoutasharpinnovationstrategyalignedwithaclear
businessstrategy—offeringclarityontargetcustomersandthemostattractiveinnovationdomains—eventhemost
efficientandflexibleinnovationsystemwillfailtocreatevalue,particularlyindisruptivetimes.
Howtogetbackontrack?We’dargueforarebootthat
startsbyestablishing—orstrengthening—thelinkbetweeninnovationstrategyandbusinessstrategy.
Andwhenyou’rethinkingaboutrecalibratingyourinnova-tionsystemtobebothmorestrategicandeffective,don’tignoreGenAI.Withtoday’sstrongestinnovatorsalready
buildingexperiencewiththetechnology,there’sarealriskoffallingfurtherbehind.
BOSTONCONSULTINGGROUP1
InnovationPrioritizationIsUp
For18years,we’veaskedseniorinnovationexecutiveswhere
innovationranksintheircompany’spriorities.Isitatthetop,inthetopthree,oneofthetopten,orlower?Thisyeararecord
83%respondentsreportedthattheircompaniesrankinnova-tionamongtheirtopthreeareasoffocus.
(SeeExhibit1.)
Lookingatregionalpatterns,Chinaleadsonprioritization,with92%ofcompaniesrankinginnovationasatop-threepriority.Thetwolargestyear-over-yearincreasesinpriorityareNorthAmerica,whichmovedup11percentagepointsto81%,andAfricaandMiddleEast,whichmovedup10
percentagepointsto85%.Europe,CentralAsia,andtherestofAsiaallheldroughlysteadyataround80%.
Fromanindustryperspective,thehighest“topthree”rank-ing,at98%,wasTechHardware—anindustrythathaspe-
renniallybeenatornearthetop.ThelowestwasWholesaleandRetail,at67%.MediaandEntertainmentsawthebig-
gestjump—from68%in2023to94%inthisyear’sresearch.
InnovationReadinessIsDown
Ittakesaneffectiveinnovationsystemtotransformhighaspira-tionsintovaluecreation.Andthisyear’sresearchsuggeststhatawhopping97%ofinnovationsystemsneedatune-up.
WemeasuredreadinessusingBCG’sproprietary
Innovation-
to-Impactbenchmark
tool(i2ibyBCG),whichevaluatesacompany’sinnovationmaturityalongtendimensions.
Allrespondentsansweredthefullbatteryofquestions.
Organizationsanswering“yes”toallquestionsreceivedaperfectscoreof100,butweviewthosescoring80oraboveasbeinginthe“readyzone.”
Inthelasttwoyears,innovationreadinesshasplummeted,withjust3%ofcompaniesinthereadyzonetoday,com-
paredwith20%asrecentlyas2022.
(SeeExhibit2.)
Wesawthesesignificantdeclinesacrossallregions,withtheexcep-tionofChina,wherethereadinesslevelhasremained
steady.Theslumpswereparticularlystrongacrosstheseveni2idimensionsthatfocusonhowtheorganizationnurturesideasandguidesthemthroughdevelopmenttomarket:
?Ambition.Aretherespecificandaspirationalgoalslinkedtostrategyandvaluecreation?
?Domains.Dowefocusonalimitednumberofattrac-tiveinnovationdomainswherewehavearighttowin?
?Governance.Arepeopleandbudgetsalignedwithpriorities?
?PortfolioandPerformanceManagement.Isthe
portfoliorigorouslymanaged,andareinnovationdeci-
sionsandcompensationlinkedtostrategy-alignedKPIs?
?OrganizationandEcosystems.IsinnovationchampionedbytheC-suite,andaretherefit-for-purposeinnovation
teams/vehiclesfordifferenttypesofinnovationanddifferenttimeframes?
Exhibit1-ARecord83%ofCompaniesRankInnovationasaTop-ThreePriority
Wheredoesinnovation/R&D/productdevelopmentrankamongyourcompany’spriorities?(%)
+8
7979
8283
7677757677
7271
7575
66
64
6666
65
32
45
52
53
53
57
53
47
47
42
42
46
48
47
43
43
39
42
+2
19
40
23
23
25
26
24
24
22
22
23
30
35
23
33
33
33
35
200520062007200820092010201220132014201520162018201920202021202220232024
ToppriorityTop-threepriority
Sources:BCGGlobalInnovationSurvey2024;BCGanalysis.
Note:n=1,003forglobalrespondents.Nodatafor2011and2017available.
2INNOVATIONSYSTEMSNEEDAREBOOT
Since2022,innovationreadiness
hasplummeted,withjust3%of
companiesinthereadyzonetoday.
Exhibit2-InnovationReadinessHasDeclinedSignificantlySince2022
Respondentcompaniesscoring"Ready"vs."Unready"(%)
80
20
91
9
97
?17percentagepoints
3
80
20
2021202220232024
ReadyUnready
Sources:BCGGlobalInnovationSurvey2021,2022,2023,2024;BCGanalysis.
Note:“Ready”representstheproportionofcompaniesscoring80oraboveonBCG’sInnovation-to-Impact(i2i)benchmark.
?TalentandCulture.Dowehaveacultureofinnova-tion,andisinnovationseenasacareeraccelerator?
?IdeatoImpact.Dowehaveideationmethodsthatcan“seearoundcorners”andprocessestoexploreandscaleideas?
Between2022and2024,medianreadinessscoresoneachelementfellfromthemid-70stothe50s.Andcritically,topquartilereadinessscores,whichhadbeensecurelyinthereadyzonein2022,arenowatorbelowthe2022median.
(SeeExhibit3.)
ADisconnectBetweenConcernsandPriorities
Wethenaskedrespondentstorankthechallengesfacedbytheirinnovationteams.Thisyear,strategyconcerns
toppedthelist,with52%ofrespondentscitinganunclearoroverlybroadstrategyasoneoftheirtopthreechalleng-es.
(SeeExhibit4.)
Risingcostofcapitalandtalentcon-straintsfollowedat47%and44%,respectively.
Whileaddressingthelattertwochallengesisnotentirelyinthedirectcontrolofanindividualcompany,sharpeninga
strategyis.Anddoingsocanhelpwiththeotherchallenges.Astrongstrategythatenablessmartercapitalallocation
andmorerigorousfunnelmanagementwillfocusinvest-
mentonthemostattractiveinnovationdomains,makingiteasiertoearnreturnsabovethecostofcapital.
Andcompanieswithacompellingstrategyandcleartrackrecordofsuccessaremostlikelytohaveanedgeinthewarfortalent.
Unfortunately,notallcompaniesareactingontheirstrategy-relatedconcerns.Just30%reportedplanningtorevisittheirinnovationstrategies,while70%plantofocusonprocess
optimizationmoves.
It’snotacomfortingpicture.Overall,innovationFTEsandactivitylevelshaveremainedconstant.Butwithoutastra-tegicNorthStartopointtheorganizationtowardattractivevaluepools,eventhemostefficientinnovationsystemis
likelytounderperformitspotential.Andtheseniorexecu-tivesseemtofeelit:ourstudyshowedtheirself-reportedconfidenceintheirorganizations’innovationcapabilitiesdecliningalongwithreadiness.
GettingReadytoWin
Giventhesignificantdeclinesinreadiness,itmakessensefororganizationstocontinuetheireffortstostrengthentheefficiencyandconsistencyoftheirinnovationprocesses.
Butthatalonewon’tbeenoughtodrivesuperiorperfor-
mance.Achievingreal,exceptionaloutcomeswillrequire
attentiontotwocriticalareas:first,sharpeningstrategyfortheraceahead—andaligninginnovationstrategy,resourceallocation,andpipelineshapetowinintheprioritydo-
mains;second,embracingGenAItodrivegrowthandacceleratesuccessacrossthewholeinnovationcycle.
4INNOVATIONSYSTEMSNEEDAREBOOT
Exhibit3-2024’sTopQuartileInnovatorsHaveFallenoutoftheReadyZone
andAreUnderperforming2022’sMedianInnovatorsonNearlyAllDimensions
BCGi2iReadinessDimensions
2022topquartile2024topquartile2022median2024medianReadyZone
Ambition
Domains
Governance
Portfolio&performancemanagement
Organization&ecosystems
Talent&culture
Ideatoimpact
020406080100
BCGi2iReadinessScore
Sources:BCGGlobalInnovationSurvey2022,2024;BCGanalysis.
Notes:n=1,010forglobalrespondentsin2022;n=1,003forglobalrespondentsin2024.
Exhibit4-MoreThanHalfofRespondentsCiteUnclearStrategyasaTop-ThreeChallengeforTheirOrganization
Unclearoroverlybroadstrategy
Risingcostofcapital
Talentpoolconstraints
Risk-averseculture
52
Siloedinnovation
Risksoftechdisruption(e.g.,GenAI)
Lackofrobustgovernance
Dispersedinnovationfootprint
Whatarethetopthreechallengesyourcompanyiscurrentlyfacingininnovation/R&D/productdevelopment?(%)
47
44
38
29
28
21
32
Sources:BCGGlobalInnovationSurvey2024;BCGanalysis.
Note:n=1,003forglobalrespondents.Percentaretimesmentionedinarespondent’stopthreechallenges.
BOSTONCONSULTINGGROUP5
ToClosetheInnovationReadinessGap,StartwithStrategy
I
tseemsobviousthatbusinessstrategyshouldshape
innovationstrategy.Butaswesawinthepreviouschapter,morethanhalfoftheglobalinnovationleaderswesur-
veyedthisyearcitedanunclearoroverlybroadstrategyasoneoftheirorganization’stopthreechallenges.Iftheylackastrategytofocusinnovationactivitiesontherightopportu-nities,organizationsriskfallingshortoftheirpotential.
Throughacombinationofinsightandforesight,thebeststrategistsidentifytoday’sandtomorrow’smostattractivecustomersandvaluepools.Theyunderstandtheirorgani-zations’strengths—andhowthesourcesofcompetitive
advantagearelikelytoshift.Then,basedonthisknowl-
edge,theymarshalinvestmentandresourcestowarda
focusedlistofopportunitiesinwhichtheyhavethestron-gestrighttowin.
Innovationisacriticallevertorealizestrategicambition.
Butthatcanonlyhappenifthestrategyisclearandde-
tailedontheinnovationmissionormissions—“What
problemsarewesolvingforwhichcustomers?”—thatwillmaximizetheorganization’sgrowthandvaluecreation.
Whilethisisalwaystrue,inaneraofrisingratesandtalentscarcity,itbecomesparticularlyimportant.
There’salotthatinnovatorsneedtodotoregaintheir
readiness.Butonlybystartingwithstrategyandweavingitintothefabricoftheirinnovationsystemswilltheyseethegreatestpayoff.
6INNOVATIONSYSTEMSNEEDAREBOOT
TooManyOrganizationsLackDirectioninTheirInnovationEfforts
But,aswe’venoted,noteveryorganizationhasgottenthe
message.Just30%ofrespondentsthisyear,versus36%in
2022,reportedthatrefreshingtheirstrategyisoneoftheir
topthreeinnovationprioritiesgoingforward.
(SeeExhibit5.)
Instead,thefocusisonagility,activity,andcapabilities:70%plantofocusonboostingtheefficiencyandspeedoftheiroperatingmodels,63%seektoincreasethenumberof
projectsintheirportfolio,and54%areprioritizingcapabilitydevelopment.Andofthosefocusedonincreasingtheir
projectload,aboutone-thirdintendtoputtheireffortsintomoreshort-termprojects,suggestingalackofclarityor
convictiononmedium-tolong-termopportunities.
Unlessthisdisconnectbetweenexecutives’concernsand
theirorganizations’actionsisrepaired,itiseasytoimagine“zombie”innovationorganizations—lackingananimatingstrategytoconcentrateeffort,goingthroughthemotions,
pushingwhateverprojectsseeminterestingthroughtheir
funnelstosatisfyaneedforactivity.Theymayachievesomegrowth,butwilllikelyfallpreytodisruptionormissouton
themostattractiveemergingvaluepools.
Fixingthisdisconnectandpositioningtheorganizationtocaptureitsbestopportunitiesstartsoutsidetheinnovationfunction.Organizationsfirstneedasharpbusinessstrate-gythatmakescrystalclearwhat’sinscope—andwhat’s
out.Gettingtheredemandssuperiorstrategicforesighttounderstandhowtheworldischanging,wherevaluepoolsareshifting,andinwhatdomainstheorganizationhasarighttowin.(Formore,seethesidebar
“TheStrategic
ForesightImperative.”
)
Thestrategyneedstobeconcreteenoughtoidentifythe
priorityinnovationdomainsthatareexpectedtodeliver
realresultsontheorganization’sshort-,medium-,and
long-termaspirations.Innovationleadersthencanset
aboutthehardworkofinfusingthestrategythroughout
theirinnovationsystems:reallocatingresources,acquiringneededcapabilities,reshapingthepipeline,andrethinkingsuccessmetricsandtimelines.
SixBestPracticesforLinkingInnovationtoStrategy
Themostsuccessfulorganizationsaligntheirinnovationsystemstotheirbusinessstrategiesinsixcriticalways.
We’llillustratethroughtheexampleofleadinginnovatorTataGroup:
Exhibit5-CompaniesArePrioritizingEfficiencyandThroughputattheExpenseofStrategy
Lookingaheadatthenextyearandbeyond,whatactionsdoyouplantotake?(%)
70
63
54
3130
Updateinnovationoperatingmodel
Expandinnovationportfolio
Growinnovationcapabilities
Embraceagileteaming
Refreshinnovationstrategy
Sources:BCGGlobalInnovationSurvey2024;BCGanalysis.Note:n=1,003forglobalrespondents.
BOSTONCONSULTINGGROUP7
TheStrategicForesightImperative
Youhavetoseeanopportunitybeforeyoucanseizeit.Youhavetospotariskbeforeyoucansidestepit.Andorgani-zationswithsuperiorstrategicforesighthaveasignificantcompetitiveadvantage,particularlyinuncertaintimes
whentraditionalforecastingapproachesbasedonextrapo-lationfromthepastareunlikelytodelivervaluablein-
sights.
Ratherthanlookinginward,organizationsthatarefore-
sightleaderslookacrossanuncertainlandscapeandscanthehorizon.Theyareabletoseparatesignalfromnoise
anddevelopaperspectiveonwhatmightbenext—and
imaginetheirroleinthosefutures.Theydon’tknowexactlywhatwillhappen,butthey’repreparedforwhatmight.
Theirsuperiorperceptiongivesthesecompaniesanedgeinidentifyingandrespondingto,amongothers:
?Criticalshiftsincustomerprioritiesandsentimentthatrequirenewvaluepropositions
?Anunexpectedandattractiveadjacentmarketthatcoulddriveanewwaveofgrowth
?Anewtechnologywiththepotentialtodisruptbusinesseconomics
?Anattractivepartnershiporacquisitioncandidatethatcanaccelerateprogresstowardastrategicobjective
?Weaksignalsofnewmovesbycompetitors—ortheriseofpotentiallyadvantagedupstarts
Thebestorganizationsbringtogetheradvancedanalytics
andstrategiccreativitytobuildaforesightadvantage:Ana-lyticstosurfacepatternsandspotanomalieswithindiversesourcesfromsocialmediatoscientificliterature.Earnings
callstopatentcitations.Analystreportstosmartmoney
flows.Andcreativity,scenarioplanning,andwargamingto
expandthethinkingandimaginetheimplications.Which
newopportunitiesmightemerge?Forwhatpotentialfuturesdoweneedtoprepare?Howdowebuildresiliencetopoten-tialnewrisks?Howmightcompetitorsreact?
Foresightleadersmakethisdisciplinecentraltotheir
cultureandnotjustamoduleboltedontotheirannual
planningprocess.Theyunderstandthecriticalassump-
tionsbehindtheirstrategyandthefoundationsoftheir
competitiveadvantage.Andtheycontinuallyscanfor
potentialdisruptionsoraccelerators—sometimesviaa
centralforesightteamstaffedwithexpertsandsupportedbytechnology,sometimesbyempoweringthebroader
organizationtosenseweaksignalsandchallengethestatusquo,andsometimesboth.
Inoneexample,in2011BCG’s
CenterforGrowthand
InnovationAnalytics
(GIA)helpedaleadingsemiconductorequipmentcompanythatwasfacingslowingmarket
growthidentifyanunexpectedadjacencybyanalyzing
patent-citationnetworks.Thecompany’sexpertisein
movingmaterialsinavacuumatultra-lowtemperatures
couldbeofhugevalueinhumantissuehandling—ahighlyfragmentedmarket.Byminingstartup,investment,and
patentdata,GIAidentifiedpotentiallyattractiveacquisitioncandidatesthatacceleratedthecompany’ssuccessful
moveintolifesciences.Today—afterthe$3billionsaleoftheoriginalsemiconductorbusinesstoprivateequity—thepure-playlifesciencesbusinessisthemarketleader,witha$3billionmarketcap.
8INNOVATIONSYSTEMSNEEDAREBOOT
?SeniorExecutiveOwnership.Innovationischampi-onedbytheCEOorotherprominentmembersofthe
C-suite.AtTataGroup,executivechairmanNatarajan
Chandrasekarandrivesinnovationfromthetopdown
withafocusonthreeprinciples:thinkandaspirebig;
directionfirst,velocitynext;andcompanyvaluesbeforemarketvaluations.Andthecompanyisdefinitelythink-ingbig—planningtodeploy$120billionininvestmentbetween2022and2027.
?ClarityonInnovation’sRole.There’sasharedstoryonthepurposeofinnovationandhowitsupportsthecompany’sstrategicdirection.AttheTataGrouplevel,thatstoryisallaboutacceleratingIndia’sdevelopmentandindustrialbaseinimportantareaslikeautomotiveandsemiconductors.
?FocusonCompetitiveAdvantage.Theorganization
explicitlyfocusesonopportunitieswhereithasaclear
righttowinbasedonitsuniquestrategicassets.AsIndia’slargestconglomerate,Tatahasmanyadvantages,amongthemabrandthatattractstoptalent,strongaccessto
capital,andsignificantfreecashflow.Thecompany’srep-utationandscaleenableittotakeonchallenges—suchasthedevelopmentofanIndiansemiconductorindus-
try—thatwouldbeoutofreachtomanyothers.
?ClearlySpecifiedDomains.Theinnovationportfolioiscenteredonspecificinnovationareasthatsupport
theoverallbusinessstrategy.Chandrasekaranclearly
communicatestotheorganizationthat“somebetsareforus,somebetsarenot.”Thecompanyhasidentifiedcrosscuttingthemes,includingsustainabilityanddigital,withinwhichtheymaketargetedinvestmentsintospe-cificdomains,suchaselectricvehicles(EVs)and5G.
?TargetPortfolioStructure.Innovationleadershiphas
avisionforhowtalentandresourcesshouldbedeployedagainstdomainsandacrosstimeframestofulfillthe
organization’sstrategicambitions.Whenhetookthereinsasexecutivechairman,Chandrasekaranworkedwithdivi-sionleaderstoharmonizetheportfoliotofocusonaset
ofclarifieddomains.AndeachdivisionofTataisexpectedtobalanceitsinnovationportfoliobetweenprojectsoffer-ingimmediateprofitsandattractivelonger-termbets.
?QuantifiedObjectives.Theorganizationhasacon-
crete,fact-basedperspectiveonhowinnovationactivitieswillcontributetoitsfinancialobjectives.Anditalsohascleartimelinesandananalyticalapproachtoquantify-
ingrisk.Forexample,TatasetambitioustargetstohelpitdriveIndia’snationalgoalofhavingEVsrepresent30%ofdomesticvehiclesalesby2030.Theseclearlystated
objectiveshavehelpedTatabecomeIndia’sleadingEVsupplier,with75%marketshare.
About48%oftheexecutiveswesurveyedfeltthattheir
organizationmadesomeefforttolinktheirbusinessandinnovationstrategies—butonlyabout12%reportedstronglinksthatweredeliveringrealimpact.
Exhibit6
showsthatthe12%ofcompaniesclaimingstronglinkswerealso
dramaticallymorelikelytoembracethesixbestpracticesthanthosereportingnolinkage.Butevenamongthese
companies,there’sroomforimprovement.Thetwothatareleastembraced—establishingatargetportfoliostruc-tureandquantifyingobjectives—aretheonesthattrulylinkambitiontoaction.
Gettingtoatrulystrategicandeffectiveinnovationsystemisaboutembracingallsixbestpractices—anddoingso
paysrealdividends.
Exhibit7
showsthatthe33%ofour
samplethatincorporatedfourormoreofthesixoutper-
formthemedianpercentageofsalesfromnewproducts
reportedbyrespondentsby5percentagepoints.Incorpo-ratingonetothreeconferrednobenefit,whilethe24%
thatembracednoneoftheelementsunderperformedby5percentagepoints.
Tataisnottheonlyleadingcompanyshowingthewaytolinkstrategyandinnovation.Thisyear’sreportofferssto-riesofthreeothercompanieswinningthroughthelinkageofbusinessandinnovationstrategies:
?NovoNordisk’sandEliLilly’slong-termcommitmentstodiabetesinnovationpositionedthemtocapturelead-
ershippositionsinanti-obesitymedications.(Seethe
sidebar
“ForNovoNordiskandLilly,PersistencePaysOff
intheObesityDomain.”
)
?AutomotivesupplierAptivhasembracedastrategy-ledandhighlyrigorousinnovationportfoliomanagement
approachtoensureitsucceedsinnavigatingtherapidevolutionofmobility-relatedtechnologies.(Seetheside-bar
“Aptiv’sInnovationSystemIsNotonAutopilot.”
)
?AIchipgiantNvidiaisnowtheworld’sthirdmostvalu-ablecompany.Itgottherebystayingtruetoitspassiontoenableacceleratedcomputing—whileremaining
flexibleonthebestpathtothatgoal.(Seethesidebar
“Nvidia’sPathtoBecomingtheAIRevolution’sBrain.”
)
W
hilethisyear’sresearchfindsthatglobalinnovators
needtotuneuptheirinnovationsystemsacrosstheboard,strategyistheplacetostart.It’stheonlywayto
ensurethattheorganization’seffortsaredirectedtowardtheprojectsthatwillhelpitachieveorretainlong-termmarketleadershipandcreateexceptionalvalueforits
stakeholders.
OnelikelypriorityinvestmentareaformanycompaniesisembracingGenAInotonlyasawaytoenhancetheeffi-
ciencyoftheirinternalfunctions,includinginnovation,butalsoasakeydifferentiatorandenablerofnewproducts,
services,andbusinessmodels.
BOSTONCONSULTINGGROUP9
Exhibit6-OrganizationswithaStrongLinkBetweenBusinessStrategyandInnovationStrategyAreMoreLikelytoExhibitSixBestPractices
Percentofrespondentsexhibitingbestpractice(%)
+61
+64
+59
+43
+52
+53
84
83
82
78
61
69
30
22
20
20
18
18
Seniorexecutiveownership
Clearsenseofpurpose
FocusoncompetitiveSpeci?edTargetportfolioQuanti?ed
advantagedomainsstructureobjectives
Reportedlinkbetweenbusinessstrategyandinnovationstrategy
None
Strong
Sources:BCGGlobalInnovationSurvey2024;BCGanalysis.
Notes:n=124forstronglink;n=525fornolink.Numbersmaynotsumduetorounding.
Exhibit7-OrganizationsAdoptingFourorMoreBestPracticestoLinkBusinessStrategyandInnovationStrategySeeMoreSalesfromNewProducts
Numberofbestpracticesadopted(outofsix)
Shareofsalesfromnewproducts,di?erencefromoverallmedian(%)
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