Romain de Laubier
Managing Director & Partner
Tokyo
Romain de Laubier is the leader of BCG GAMMA for Boston Consulting Group’s Northeast Asia System. He is a member of the Industrial Goods practice’s global leadership team as well as the lead for digital strategy and AI in the Corporate Finance & Strategy practice.
Since joining BCG in 2006, Romain has worked mostly with clients in the industrial goods industry including automotive, construction, mining, building materials, and infrastructure, but also across industries in consumer goods; technology, media, and telecommunications; and insurance. With his expertise in data analytics, strategy, organization, cost reduction, and turnaround, Romain has helped clients on cases involving digital transformation, agile@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.
コロナ禍の下で加速する社会・経済や個人生活の構造変化に対応し、ビジネスをいかに進化させるか。構造変化をチャンスとするための経営変革の4つの方向性を提示し、12のテーマについて論じます。
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.
A recent survey reveals that businesses are accelerating their investment in digital technologies, despite the economic downturn, targeting digitally enabled goals to support their recovery.
さまざまな状況が急速に変化する現在の世界で、AIの影響力はますます大きくなっています。他国と比較した日本の現状を踏まえると、AI時代を生き抜くために、日本企業やAI教育はどうあるべきなのでしょうか。
Digital is still anyone’s game. Organizations that think big, take a holistic view, and move nimbly will find competitive advantage.
As the construction industry shifts from traditional onsite methods to factory-based, offsite techniques, all stakeholders should seek ways to navigate the disruption and pursue the opportunities.
As the market consolidates and expands, rich opportunities are emerging. Established companies should adjust their business models, and newcomers should secure the right capabilities.
China’s growing One Belt, One Road (OBOR) initiative means existing players must remain on their toes, innovating, refocusing, and partnering to succeed.
