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.

AREAS OF EXPERTISE

  • Leads BCG's Corporate Finance & Strategy practice
  • Technology, media and telecommunications
  • Mid- to long-term strategy, scenario planning
  • Portfolio strategy
  • Business model innovation strategy
  • New business building
  • Turnaround
  • Transformation

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

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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BCGの特訓―成長し続ける人材を生む徒弟制

『BCGの特訓』（日本経済新聞出版社）が文庫化されました。
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女性の活躍推進を日本企業で達成するには

2017年2～4月に実施した、20社を超える先進企業・団体の経営陣に対するインタビューと2,600人以上の従業員へのアンケート調査をもとに、日本企業における女性の活躍推進への取り組みの現状と背景、そして女性の活躍を実現するために必要な4つのステップについて解説します。
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BCGが読む経営の論点2018

いま起こりつつある様々な変化の中から、企業経営にとって脅威にもなればチャンスにもなりうる13のテーマを選び、変化の本質を見極めるためのヒントを提示します。
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BCGの特訓―成長し続ける人材を生む徒弟制

ビジネスでのパフォーマンスを上げていくには、必要条件としての「ハウツー」系スキルにとどまらず、十分条件といえる能力が求められます。
Deep Expertise, Broad Experience