1.Biography of Ram Charan
Ram Charan is a business consultant, speaker, and writer.

He has consulted for many well-known companies such as GE, Verizon, DuPont, KLM, and Bank of America.

Charan worked in his family's shoe shop in northern India while growing up. He earned an engineering degree in India and later studied at Harvard Business School, where he was awarded an MBA and a doctorate. Before becoming a full-time consultant he taught at the Harvard Business School.
Dr. Charan is well known for providing advice that provides practical ways to improve their group dynamics.

Charan was elected a Distinguished Fellow of the National Academy of Human Resources. He is also a director of Austin Industries.

He is the author of various popular books on business, including the bestseller Execution: The Discipline of Getting Things Done and Confronting Reality, both co-authored with Larry Bossidy, What the CEO Wants You to Know, Boards at Work, Every Business Is a Growth Business, Profitable Growth, and Boards That Deliver. A frequent contributor to Fortune, Dr. Charan has written two cover stories, "Why CEOs Fail" and "Why Companies Fail." His other articles have appeared in the Financial Times, Harvard Business Review, Director's Monthly, and Strategy and Business.

2.How the CEO of DuPont reacted to the currtent economic crisis?
The CEO from DuPont, Chad Holliday, is well known from his long experience on contingency planning.

He tried to anticipate to the economic crisis by taking some measures that would help the company maintain it’s solvency in order to face up the worldwide financial problem that was about to start. He was able to do so after having an intense conversation with the CEO of a Japanese company, among the largest and most highly regarded in its global industry, where Holliday was told that this Japanese company was worried about the company’s cash position.

It was just then when Holliday realised the scale of the problem and decided to act quickly. He started up a plan dubbed the Corporate Crisis plan in which he got together DuPont’s senior managers in order to transmit to the company’s 60,000 employees the magnitude of the situation and to let them know that they would have to cooperate actively if they wanted to avoid this crisis get to them. Within 10 days of the formulation of plans to deal with the crisis, every employee in DuPont had had a face-to-face meeting with a manager who explained what the company needed to do.

Chad Holliday into the face of uncertainty and accepted the change he saw coming. He decided to make a move, pulled people together, and took decisive action.

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