1.- Biography of the Ram Charan:

Ram Charan was born in a small Indian town, where he got his engineering degree. He worked in Australia and after that, in Hawaii. He won several awards as a signo f his talent.
He is an acclaimed speaker and advisor to the world’s top companies (like GE, KLM, Bank of America, Dupont…) and CEO’s, who shares his expertise in helping companies deliver. He is also the coauthor of Execution, author of many books (What the CEO wants you to know; Leadership in the Era of Economic Uncertainty…) and has wrote many articles.

2. "Leadership in the Era of Economic Uncertainty":
How the CEO of DuPont reacted at the crisis:

This excerpt of the book called Leadership in the Era of Economic Uncertainty, argues the situation of the crisis from the DuPont’s point of view, fundamentally it’s CEO, Chad Holliday.
Chad Holliday met with a major customer in Japan who said that he was worried about his company cash position and the action of conserve cash. Chad wants to know how is it bad now, and how could it get bad. The answers of if came but were awful. the problems started to have more importance. Credit was disappearing, leaving companies struggling to finance their operations.
DuPont has long been in the forefront of contingency planning. Seventeen teams joined to this plan immediately to face up the crisis which nature was only financial.
He immediately ordered the company’s chief economist and the head of its pension fund to explain to the staff what the crisis was about and how it could affect the company in a language they could understand. Within ten days every employee had had a meeting with a manager to talk about how to cut costs and how well they understood the crisis.
Even as the immediate crisis measures were taking place, the company began set up a three-member team to create long-term solutions. One of the most important things DuPont did was to finish working with outside contractors, mainly because these can be cut off without really affecting the company’s structure.
Chad Holliday was the one with the possibility to react to the downfall, and he did it, proving he could answer to the calls of leadership, especially when most needed, in times of problems.

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