charan_1210

Ram Charan is a business consultant and speaker famous among senior executives for his extraordinary ability to find solutions to their most difficult business problems. He is also a renowned teacher (he has won several awards) and writer.
He was introduced into the business world while growing up in a small India town, working in the family shoe shop. He earned an engineering degree in India and as soon as his talent for business was discovered he earned MBA and doctorate degrees from Harvard Business School where he after taught.
Dr Charan has been more than thirty-five years working at some of the world’s most succesful companies, including GE, Dupont, KLM, Bank of America. He is well known for giving useful advices that take into account the real-world. He has reflected everything he knows in several books such as Execution: The Discipline of Getting Things Done (bestseller), Confronting Reality, What the CEO Wants You to Know, Boards at Work..
Nowadays DR Charan is on the board of Austin Industries and Tyco Electronics. He is based in Dallas, TX.

In the sample page from Leadership in The Era Of Economic Uncertainty, the writer, Ram Charan explains how the CEO of DuPont reacted to the current economic crisis.
When Chad Holliday, the CEO of DuPont was visiting a major client in Japan, its CEO told him that he was worried about his company’s cash position. Holliday thought that was the first symptom of a financial crisis and when he came back to the United States he summoned the top leaders of the company to a meeting. He wanted to know how bad the situation was and how worse it could get. The answers he had were not pleasant, the crisis was expanding and there was a lack of confindence which was making the loans disappear.
The crisis was so serious that problems began to appear everywhere, including
Wilmington, where DuPont has its headquarters. DuPont noticed it when the reservations at their hotel went down considerably. Furthermore the rates
of production in lots of companies were slowing.
It was time for DuPont to react. They used they plan they have for cases like this which consists of bringing together the senior managers to discuss the problems and find solutions. They came to the conclusion that the crisis was only financial and they decided to tell the employees what the problem was in a language they could understand. In ten days every DuPont woker had had an interview with a manager who explained what the company needed to do. The worker was asked three things that he could do to reduce costs. Although the employees seemed to understand it, Holliday had the feeling that people had not understood the urgency of change that was needed.
That is why he took the time to meet the company’s top leaders to try to see what they could do to face the crisis.
Chad Holliday acted like a leader, he was not affected by the fear and he was able to make sensible decisions.

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