Managing Director & Partner; Asia-Pacific Chair, BCG X
Romain de Laubier is the Asia-Pacific regional chair for BCG X, Boston Consulting Group’s tech build and design unit. He is also the worldwide leader of digital strategy and AI work at BCG, and a core member of the Corporate Finance & Strategy and Industrial Goods practices.
Since joining BCG in 2006, Romain has worked with clients across industries, including consumer goods, technology, telecommunications, insurance, and banks. In industrial goods, in particular, he has worked with automotive, construction, mining, building materials, and infrastructure companies. With his expertise in data analytics, strategy, organization, cost reduction, and turnaround, Romain has helped clients on cases involving digital transformation, agile at scale, data-driven innovation, cost reduction, optimizing sales and operation planning (S&OP), and due diligence. He has worked on over 100 engagements, including building digital centers and data capabilities for his clients and helping them launch new ventures.
Prior to joining BCG, Romain was a financial analyst at Calyon in New York.
Companies that both prioritize innovation and make sure that they are ready to act are widening the gap over less capable competitors.
The rules for boosting performance and competitive advantage are changing. CEOs urgently need a pragmatic playbook for building the capabilities to win in the future.
BCG’s latest digital research shows that companies that apply three lessons to scaling AI use cases get a big boost in results from even small investments.
Many of the original architects of digital disruption are slowing down, squeezed between a new class of digital incumbents that are gaining traction and a younger crop of speedy digital innovators. To get back on track, they need a renewed focus on the factors that drove their initial success.
When large companies overinvest in digital capabilities, they dramatically widen the value gap with their more cautious peers, generating an average of 30% more EBIT over three years. What are these outperformers doing right?
Legacy companies with strong digital capabilities are catching up with digital natives.
A successful transformation leads to increased profitability and strategic advances, as our latest survey shows. But not enough companies are getting it right.
Digital transformation is hard—only 30% of digital transformations succeed in reaching their goals. But grounding your plans and priorities in clear strategic insight can flip the odds of success from 30% to 80%.
We explore why some sectors and segments have higher success rates than others.
With powerful algorithms becoming table stakes, finding and gathering the right data to feed those engines will be the key to a company’s success.