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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.

AREAS OF EXPERTISE

EDUCATION

  • MBA, Dean’s List, HEC Paris School of Management
  • Specialized master in international risk management, HEC Paris School of Management
  • BA, Kyoto University

Publications and Videos

When Innovation Has No Borders, Culture Is Key - Rectangle

When Innovation Has No Borders, Culture Is Key

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.
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What AI Reveals About Trust in the World’s Largest Companies

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.

Craft a Clear Integrated Strategy

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.

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As Soft Rules das Empresas Familiares

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".
The Soft Rules of Family Businesses

The Soft Rules of Family Businesses

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.
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Data Dominates

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.
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BCG 次の10年で勝つ経営――企業のパーパス(存在意義)に立ち還る

次の10年、日本企業が勝者となるために経営者は何を軸に組織を牽引していけばよいでしょうか。経営リーダーの皆様にこの問いに対する思考を深める助けとしていただけるよう、企業を取り巻く環境の変化と経営のパラダイムシフトについて考察します。そして、目指す姿の実現に向けて「パーパス」を基点とした企業変革について解説します。
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The Challenge of Slow

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.
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How CEOs Can Win the Fight and Transform to Win the Future

CEOs should respond proactively, act decisively, and provide a clear agenda. Focusing on five priorities now is key.
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The Superincumbent’s Dilemma

New competitors are changing how the game is played. Traditional winners must adjust by adopting key strategies of digital natives.
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The New Logic of Competition

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.
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Creating Urgency amid Comfort

Avoid the trap of complacency by keeping an eye out for mavericks, talking to dissatisfied customers, imagining what could happen, and mapping frictions.
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