248 Rodrigo Lima, President, Danone Japan

Previously Rodrigo was Managing Director Danone Oceania, Managing
Director Danone Nutricia Oceania, Managing Director Early Life
Nutrition Danone Australia and New Zealand, Managing Director
India, Sales and Commercial Director Medical Nutrition Division
Sao Paulo, Brazil, Affiliate General Manager Columbia Eli Lilly,
Regional Brand Director Europe Ely Lilly.


He has a Bachelor of Economics from Universidade de Brazil and an
MBA Finance from Michigan State University


Rodrigo brings a global perspective to leadership, having worked
across Brazil, India, Australia, and now Japan. His leadership
philosophy in Japan has required significant cultural adaptation.
One of the most striking differences he encountered was Japan's
deep respect for hierarchy and the consensus-driven, bottom-up
decision-making process. Unlike other countries where leaders
expect immediate answers and dynamic debates, Japanese teams
prefer to return with considered responses after internal
consultations. This necessitated Rodrigo to adjust his
expectations and become more patient and observant.


Rodrigo emphasizes the importance of entering a new culture with
humility and curiosity. His approach involves deep observation,
listening actively, and being mindful of body language and
unspoken cues—essential skills in a context where non-verbal
communication carries weight. He also highlighted that in Japan,
important decisions are often pre-aligned before formal meetings,
making early involvement in project development crucial for
effective leadership.


To build trust and engagement, Rodrigo prioritizes transparency
and consistency. He believes that sharing both strengths and
vulnerabilities helps leaders connect authentically with their
teams. He avoids projecting a facade of perfection, acknowledging
mistakes openly, and builds teams around his own areas of
weakness to complement his leadership.


Communication is another pillar of his leadership approach. He
insists that repetition of the company’s vision and key goals is
essential for alignment and motivation. At Danone, this includes
an annual articulation of “key battles” that ladder up to the
broader strategic vision. He ensures that these messages are
communicated frequently through town halls, conventions, and
online platforms.


Rodrigo also encourages innovation through a structured ideation
process. He believes all ideas should be welcomed in the early
phase, with filtering based on strategic fit and “right to win.”
Moderation and inclusion are key to ensuring that both extroverts
and introverts can contribute meaningfully.


Finally, he advocates for a tailored approach to company
culture—one that integrates Danone’s global values (Humanism,
Openness, Proximity, and Enthusiasm), local Japanese customs, and
his personal leadership style. He urges incoming leaders to
respect local norms, seek advice from experienced expats and
local consultants, and engage with customers early to understand
market realities. For Rodrigo, effective leadership in Japan is
an art that blends observation, humility, strategic clarity, and
genuine human connection.