Ryoji Kimura
Managing Director & Senior Partner; Global Leader, Corporate Finance & Strategy Practice
Tokyo
Managing Director & Senior Partner; Global Leader, Corporate Finance & Strategy Practice
Tokyo
Ryoji Kimura leads Boston Consulting Group’s Corporate Finance & Strategy practice globally. Since joining the firm in 2002, he has engaged extensively with clients in technology, media and telecommunications.
His recent experience covers corporate and business unit strategy, new business building, scenario planning, business model innovation strategy, transformation, and turnaround programs.
Ryoji is passionate about helping client organizations make sustainable project and program impact.
Ryoji is fluent in French, English, and Japanese. Before joining BCG, he worked as a loan officer for North Africa at Japan Bank for International Cooperation.
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.
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。
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.
Avoid the trap of complacency by keeping an eye out for mavericks, talking to dissatisfied customers, imagining what could happen, and mapping frictions.
