Managing Director & Senior Partner, Global Business Leader for Disruption & Reinvention
Ramón Baeza leads Boston Consulting Group’s work in disruption and reinvention globally. He previously led the Corporate Finance & Strategy practice and BCG TURN in Western Europe, South America, and Africa. In addition, Ramón heads BCG's innovation work globally. Since joining the firm in 1992, he has worked in Madrid, Paris, Brussels, and Lisbon.
Ramón has deep expertise in strategy, innovation, contract renegotiation, process evaluation, internationalization, organization structure, diversification, and cost reduction. He has led turnarounds with clients on numerous projects in the energy, telecom, technology, and building and construction industries. These clients include oil, gas, water, utilities, and power companies.
Companies have plenty of “will” but much less “way” when it comes to climate and sustainability innovation readiness.
More companies are betting on innovation, but too few have the systemic ability to transform aspirations into results. A few targeted changes can unlock significant benefits.
Leadership engagement drives innovation outperformance. C-suites are concentrating on five key areas.
Consistency is key. Winners back up their ambition with investment.
Innovation is hard. Serial innovation is harder. What does it take to keep winning?
Many companies were lucky to survive the global financial crisis, but some seized the opportunity to make needed changes. Here are lessons from the top performers.
In challenging times, innovation is more important than ever. Here are six moves to help you navigate the crisis and build the foundation to win the recovery.
Leading innovators succeed where others fail by avoiding common traps—such as vague targets and incremental efforts that don’t scale.
What are the key trends—and which companies do executives see as this year’s 50 most innovative?
Increasingly, innovation is a team effort, with organizations embracing external partners to create products, services, and business models they couldn’t do on their own.