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BIOGRAPHY
Ram Charan is a highly sought after business advisor and speaker famous among senior executives for his uncanny ability to solve their toughest business problems. For more than thirty-five years, Dr. Charan has worked behind the scenes with top executives at some of the world's most successful companies, including GE, Verizon, Novartis, Dupont, Thomson Corporation, Honeywell, KLM, Bank of America, and MeadWestvaco.
He earned MBA and doctorate degrees from Harvard Business School, where he graduated with high distinction and was a Baker Scholar. After receiving his doctorate degree, he served on the Harvard Business School faculty.

Dr. Charan is well known for providing advice that is down to earth and relevant and that takes into account the real-world complexities of business. Boards, CEOs, and senior-most human resource executives often seek his advice on talent planning and key hires.

Dr. Charan has served on the Blue Ribbon Commission on Corporate Governance and was elected a Distinguished Fellow of the National Academy of Human Resources. He is on the board of Austin Industries and Tyco Electronics. Dr. Charan is based in Dallas, TX.

How the CEO of Dupont reacted to the current economic crisis
The article I’m going to resume, talks about how Dupont and his CEO reacted to the current economic crisis.
Everything started when Dupont and his CEO, Chad Holiday noticed the first signs of the economic crisis while being in Japan a big global industry headquarter told him he as worried about his company and the financial organization. Just arrived back in the United States he met some of his leaders to talk about the crisis the conclusions weren’t as good as they expected. Some of Dupont´s companies were starting to suffer recession such as his hotels and paint brands. They noticed that the crisis had expanded too fast.
It was time to think out solutions because they realised that the financial storm was right and also was serious. Half of the first plan against this thought that the crisis was just on finances and the other half decided that it was time research the world to know more about was going on. The employees also took part on the plan. They were called by the pension fund manager to be told about what was happening and about what they could immediately do to solve or reduced the consequences. Some other actions were taken such as conserving cash suppressing meetings, eliminating contractors etc. The solutions weren’t responding as fast as the slow down demanded because of the confidence they were given as holiday said. Some other responses had to be taken, they had to close some facilities to reduced costs and cut back over 20,000 outside contractors that they had hired.
In conclusion the reactions that had been taken against the crisis had been very fast. But depending on the global evolution, the inflationary trends and the financial slow down, they can not reject that there can be a lot more to do. The leadership roll that Chad Holiday played on leadership was excellent.

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