Managing Director & Partner; Global Leader, Corporate Finance & Strategy Practice
Ryoji Kimura is a global leader of Boston Consulting Group’s Corporate Finance & Strategy practice. He is also a core member of the firm’s Technology, Media & Telecommunications practice and BCG Turn, the firm’s turnaround and transformation practice.
Ryoji works closely with clients in the manufacturing, telecommunications, and media industries on corporate and business strategy, new business building, scenario planning, business model innovation strategy, transformation, and turnaround. He is passionate about helping client organizations make sustainable project and program impact.
Before joining BCG, he worked as a loan officer for North Africa at Japan Bank for International Cooperation.
Many companies aspire to global diversity, but only a few achieve it. Here’s how leading organizations overcome cultural obstacles to build globally diverse teams.
BCG’s AI-based Trust Index enables companies to break down stakeholder perceptions of their trustworthiness. Analyses based on the Index have yielded valuable insights about what builds, sustains, or destroys trust.
To flip the odds of success in a digital transformation, you need to start with a strategy and set of goals that clearly define “success” for your company—and map out how to get there.
Conflitos decorrentes de emoções raramente são sobre questões materiais como dinheiro ou outros assuntos de interesse próprio. Esses problemas "softs" são muitas vezes mais difíceis de resolver do que as coisas "difíceis".
Conflicts arising from emotions are rarely about material issues like money or other matters of self-interest. These "soft" issues are often harder to resolve than the "hard" stuff.
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.
Companies may be scrambling to deal with rapid global changes, but gradual shifts can also be difficult to navigate. Learn how to think and operate on multiple timescales.
CEOs should respond proactively, act decisively, and provide a clear agenda. Focusing on five priorities now is key.
New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.
Business leaders accustomed to a world of clear boundaries, familiar competitive arenas, and traditional strategic planning must master new dimensions of competition to succeed in the coming decade.