Yanyan Ji is the General Manager of Philip Morris Taiwan, where she leads the company’s journey toward a smoke-free and innovation-driven future.
With over two decades of global leadership experience spanning technology, strategy, and brand management, Yanyan has built a career defined by reinvention and purpose. Before joining Philip Morris International (PMI), she held senior positions at Nokia and Qualcomm, where she oversaw global marketing strategy and product innovation across diverse markets. She holds a Bachelor of Business Administration from the Helsinki School of Economics and Business Administration in Finland and an MBA from The University of Texas at El Paso.
Yanyan’s career reflects a deep curiosity about how technology, culture, and strategy intersect to shape change. Her curiosity has also driven her to explore entrepreneurship, founding her own luxury children’s wear and lifestyle brand.
TOPICS Senior Editor Julia Bergström met with Yanyan in early November to discuss her leadership philosophy, lessons learned from her years in tech, and how she is guiding PMI Taiwan through one of the most ambitious corporate transformations in modern business. An abridged version of their conversation follows.
What made you want to earn your degrees in Finland and Texas? What did the experiences teach you?
I’ve always been fascinated by how people think, work, and connect across cultures. When I decided to study in Finland, I was drawn by the school’s pioneering international business program. It was rare 30 years ago for professors from top universities around the world to visit. That global exposure changed how I approached learning, teamwork, and leadership.
Later, I earned a scholarship to attend graduate school in Texas. My time in the United States taught me how to be both independent and adaptable. I learned to appreciate direct communication and results-oriented thinking, while also holding on to the Finnish values of collaboration and humility.
Those two experiences became the foundation of my career. They helped me thrive in diverse workplaces, bridge cultures, and approach every challenge with curiosity and openness.
You’ve made several bold career moves, from leaving a senior role at Nokia to starting your own brand. What drives that courage to start over?
I’ve never been afraid to quit — even without another job lined up. I believe everything happens for a reason, and if something no longer brings you joy or meaning, it’s time to move on. Of course, you need to be responsible and have a safety net, but you shouldn’t let fear trap you.
Every major change in my career — from technology to entrepreneurship to tobacco — came from curiosity and the desire to grow. That mindset gives you freedom. When you’re not afraid to walk away, you become braver at work, too. You speak more honestly, take smarter risks, and lead with conviction.
As a non-smoker leading a tobacco company, how do you navigate public perceptions and skepticism toward your industry?
When I first heard that PMI wanted to stop selling cigarettes, I honestly thought it was a PR slogan. But when I learned it was real, that courage to take the harder path resonated deeply with me.
Of course, the industry still carries baggage from decades ago, and many people still judge us through that lens. But today, PMI operates with extraordinary transparency and discipline. We are one of the most compliant, science-driven organizations I’ve ever seen.
For me, the key to changing perceptions lies in open dialogue and evidence-based communication. As long as people are willing to listen, I’m ready to talk — because when they do, they often see a very different side of this industry.
PMI’s stated goal is to move “beyond smoking.” What does that mean?
I see our work as part of a much larger shift that challenges not only our business model, but also how society perceives us. Our global ambition to move beyond smoking inspires everything we do locally.
Beyond regulations, I see transformation as something deeply human. It’s about strengthening our culture, fostering inclusion, and creating tangible benefits for the communities where we operate.
True and lasting change starts with authenticity, a clear sense of purpose, and a genuine commitment to the long term. When we work together and stay true to our core values, we can help create a brighter, more sustainable, and inclusive future for everyone here in Taiwan.
How do you envision PMI’s identity evolving in the next decade?
We are expanding beyond nicotine. This represents a meaningful evolution, not just in what we do, but in how we define our purpose as a company. As a leader, I see this shift as an opportunity to reimagine our role in society and contribute to solutions that reflect evolving consumer expectations and long-term sustainability goals.
Over the next decade, PMI will continue to evolve as a science- and technology-driven organization focused on innovation and responsible business practices. This transformation challenges us to look beyond traditional boundaries and explore new areas like wellness and science-based innovation, where we can create meaningful value.
For our teams, this evolution requires fostering a mindset of continuous learning, openness, and collaboration. For our stakeholders, it means engaging in transparent, evidence-based dialogue about how we can contribute to broader societal goals.
How does Phipip Morris Taiwan fit within the broader Asia strategy?
Taiwan plays a strategic role in PMI’s Asia vision, thanks to its advanced digital infrastructure, high public awareness, and openness to innovation. It offers valuable insights into how connected societies respond to change, helping us refine strategies that may inform broader regional approaches.
Taiwan’s regulatory landscape is complex, but it’s also full of opportunity. My approach is to navigate that environment thoughtfully, with transparency, respect, and a commitment to responsible innovation. We also recognize and appreciate the Taiwan government’s clear, structured regulatory framework, which encourages responsible business operations. Navigating this environment requires transparency, adaptability, and ongoing dialogue.
What lessons from your years in tech have proven most valuable to you?
Working in technology taught me that transformation is as much about mindset as it is about tools. In fast-moving industries, the only constant is change — and the companies that thrive are those that anticipate rather than react.
Another lesson is the power of diverse, high-performing teams. In tech, innovation happens when people with different skills, perspectives, and experiences collaborate toward a shared goal. Today I continue to prioritize inclusive leadership and global collaboration.
Finally, clarity of vision and communication is essential. In fast-moving environments, people need to understand not just what is changing, but why. That clarity builds trust and alignment — critical for any successful transformation.
You left Nokia around the rise of Apple’s iPhone. What lessons can be drawn from Nokia’s response?
The lesson is clear — success should never breed complacency. The year that Apple introduced its first iPhone, Nokia was launching 30 new products. Being comfortable with our identity and forgetting to challenge ourselves contributed to the difficulties that followed.
I had the privilege of working alongside incredible people when Nokia was one of the world’s top brands, pioneering products that were truly ahead of their time. I chose to leave while the company was still thriving, cherishing the high spirits and remarkable achievements we shared. Even now, as Nokia’s journey is studied in business schools and chronicled in books, I feel bittersweet nostalgia.
PMI is also studied as a business case, but in a different way. Why?
Our story is different. We’ve chosen not to settle, but to embrace transformation on a global scale. It’s important to honor the legacy that brought us here while inviting everyone to contribute to what comes next.
I’m inspired every day by the courage, innovation, and inclusion woven into PMI’s DNA. These values empower us to lead meaningful changes, not just within our business, but in society at large.
How are you leading that change?
My approach is based on transparency, empathy, and genuine empowerment. At PMI, we encourage open conversation, celebrate every step forward, and create room for creative experimentation. Our approach is grounded in three key principles.
First, we believe in purpose-driven leadership. We ensure that every team member understands the “why” behind our transformation. When people see the broader impact of their work, they stay motivated and engaged.
Second, we focus on transparent communication across all levels of the organization through regular updates, listening sessions, and cross-functional collaboration. People feel more secure when they are informed.
Finally, we empower our teams. Whether through leadership development, agile ways of working, or encouraging forward-thinking, we help teams build the confidence to navigate complexity and stay focused on long-term goals.
What defines a successful corporate transformation?
A successful corporate transformation is multidimensional. Financial results matter, but they are not the sole measure of success. True change aligns long-term purpose with cultural evolution and stakeholder trust. It starts with clarity of purpose — a future-oriented mission that acts as a compass in uncertainty. That purpose must be embedded in culture, shaping how people think, collaborate, and lead.
Cultural change is the most challenging yet essential element. It requires shifting mindsets, adopting new ways of working, and building resilience. When people feel empowered and connected to the mission, change becomes sustainable.
What advice do you have for up-and-coming women leaders?
My advice is to lead with authenticity and confidence. In industries where women are underrepresented, it’s easy to feel pressure to conform — but your unique perspective is your greatest strength.
Use your voice. Speak up, share your ideas, and ask questions, even when it feels uncomfortable. Leadership isn’t about having all the answers — it’s about fostering dialogue and growth.
Seek mentors and allies who challenge and support you. No one succeeds alone. Build relationships that help you see your potential from new angles.
Stay resilient. Moments of skepticism or resistance can become turning points — use them to refine your leadership and strengthen your resolve.
Above all, lead with purpose. When your work is rooted in meaning, it inspires others. Empathy, collaboration, and strategic thinking — traits many women bring naturally — are powerful qualities that today’s world needs most.
What do you do when you’re not working?
Spending time with my family and friends is my greatest source of grounding and renewal. Whether it’s weekend outings with my two kids, quiet moments at home, or simply walking our dog around the neighborhood, these everyday experiences help me reconnect with what matters most.
Being present with my children and seeing the world through their eyes reminds me to stay curious and open-minded. Our dog, on the other hand, is a constant reminder to slow down and enjoy the moment. That balance between movement and stillness is something I carry into my work life as well.
Outside of family time, I make space for personal reflection, reading, and nature. These routines help me recharge mentally and emotionally, so I can return to work with clarity and energy.
