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Ryoji Kimura is a core member of Boston Consulting Group’s Technology, Media & Telecommunications practice and BCG Transform, the firm’s turnaround and transformation practice. He was the firm’s global leader of the firm's Corporate Finance & Strategy practice until August 2023.

Ryoji works closely with clients in the manufacturing, telecommunications, and media industries on corporate and business strategy, new business building, scenario planning, business model innovation strategy, transformation, and turnaround. He is passionate about helping client organizations make sustainable project and program impact.

Before joining BCG, he worked as a loan officer for North Africa at Japan Bank for International Cooperation.

AREAS OF EXPERTISE

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

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Most Innovative Companies 2024: Innovation Systems Need a Reboot

Companies have never placed a higher priority on innovation—yet they have never been as unready to deliver on their innovation aspirations. And GenAI is coming.
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Most Innovative Companies 2023: Reaching New Heights in Uncertain Times

Companies that both prioritize innovation and make sure that they are ready to act are widening the gap over less capable competitors.
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When Innovation Has No Borders, Culture Is Key

Many companies aspire to global diversity, but only a few achieve it. Here’s how leading organizations overcome cultural obstacles to build globally diverse teams.
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What AI Reveals About Trust in the World’s Largest Companies

BCG’s AI-based Trust Index enables companies to break down stakeholder perceptions of their trustworthiness. Analyses based on the Index have yielded valuable insights about what builds, sustains, or destroys trust.
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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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.