Managing Director & Senior Partner
Dr. Raj Varadarajan joined Boston Consulting Group in 1998. Raj has worked with large global organizations on all elements of large-scale change—starting with detailed review of strategic direction, then helping clients focus on the areas that drive shareholder value, and moving into rigorous organizational and operational change programs. He has assisted companies in many industries, including airlines; telecommunications; wireless; semiconductor; computer hardware and software; professional services; engineering, procurement, and construction; and industrial goods.
Raj is a senior leader of BCG's Technology, Media & Telecom and People & Organization practices, and active in the firm's travel and tourism work.
Raj holds more than 15 US patents. Before joining BCG, he was a manager of corporate research and development for the General Electric Company in Schenectady, NY. At GE, Raj worked with businesses around the world—in sectors including plastics, lighting, appliances, and aircraft engines—and was responsible for leading worldwide R&D efforts and strategic international R&D alliances.
A wave of new rules is making it a riskier world for corporate technology pipelines. Understanding—and planning for—the challenges will be crucial.
The National Semiconductor Economic Roadmap offers a plan for supporting the US industry and boosting global resilience.
Global preeminence in this critical industry sector is not guaranteed. What are the risks to US leadership, and what steps should it take if it aims to defend its position?
To reclaim a strategic advantage in this critical area, the US must do more than increase its share of global manufacturing.
The semiconductor industry needs targeted policies that boost resilience and expand open trade while balancing national security issues.
Here’s what we learned about the market dynamics and outlook for the dot-com resale space.
Were the world’s biggest trading relationship to unwind, US companies would have more to lose than Chinese firms in terms of revenue and access to critical supplies.
A well-placed investment could lead to increased innovation and reverse a downward trend.
Tighter curbs on technology sales to China could reverse the virtuous innovation cycle that has long powered US dominance of the industry globally.
Sometimes the right approach to redesigning an enterprise is a simple, static one. But often it isn’t.
Even if the US and China reach a deal in their current tariff dispute, the bilateral technology trade relationship is unlikely to return to the old status quo.