Raj Varadarajan
Managing Director & Senior Partner
Dallas
Dr. Raj Varadarajan joined Boston Consulting Group in 1998. He leads the firm’s overall recruitment efforts for North America and is the regional leader for the Global Advantage practice. 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.
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.
First in the country in tech PhDs, more universities than any other region: SoCal is not as far as some might think from global stature as a tech hub that competes with Silicon Valley.
For semiconductor companies, changing market realities call for a new approach to developing products—one that stresses the features and performance that users value most.
Despite high aspirations, few companies are ready to build and run truly global organizations and operations.
