RamCharan9810

Biography of Ram Charan

Ram Charan was born in 1939 in Uttar Pradesh, India. He worked in his family's shoe shop in northern India; before turning into consultant of business, speaker and writer.
In his curriculum vitae can find: A degree engineering from Banaras Hindu University,
an MBA that obtained studying at Harvard Business School in 1965 and a doctorate in 1967. He practised the teaching at the Harvard Business School, the Kellogg School of Management and Boston University.
Charan became a full-time consultant in 1978, and he worked for companies as GE, KLM and Bank of America.
Nowadays he is also a director of Austin Industries.
He has never married and does not have children.
He has written numerous business books among which we can stand out:
• Know-How(2007) and Execution(2002) (with Larry Bossidy and Charles Burck), which was a best-seller.
• Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis (2007)
• Boards That Deliver: Advancing Corporate Governance From Compliance to Competitive Advantage (2005)
• The Source of Success: Five Enduring Principles at the Heart of Real Leadership (2005)
• Confronting Reality: Doing What Matters to Get Things Right (2004)
• Profitable Growth Is Everyone's Business: 10 Tools You Can Use Monday Morning (2004)
• What the CEO Wants You to Know : How Your Company Really Works (2001)
• The Leadership Pipeline: How to Build the Leadership Powered Company (2000)
• Every Business is a Growth Business(with Noel Tichy): How Your Company Can Prosper Year After Year (2000)

LEADERSHIP IN THE ERA OF ECONOMIC UNCERTAINTY
The New Rules for Getting the Right Things Done in Difficult Times

An example of the economic crisis is spreading globally and beyond the financial sector is the company Dupon.
The general manager of DuPont told Chad Holliday, (while maintaining a meeting with a major customer in Japan).
The CEO of the Japanese company executives ordered the preservation because of the financial contagion spread.
When Holliday landed in the United States, immediately summoned the leaders of six major company to a meeting in the early hours of the morning. To learn more about how bad the situation was.
The problems were growing and appeared in different places. Reserves that hotel DuPont had in downtown Wilmington sank more than 30 percent in 10 days. Participating companies canceled reservations for their clients. DuPont paint covers over 30 percent of American car. The automobile companies share their production programs with DuPont. Suddenly stopped the production programs. Car manufacturers did not know what would happen due to the collapse of sales.
DuPont takes steps. Have a plan called "Plan of Corporate Crisis." Consist on bring together top executives to assess the causes of the crisis.
Holliday was called to consider whether or not the reunion.
During the few days it was found that the nature of the crisis was only financial.
Holliday company appealed to the chief economist and head of its pension fund to explain in a non-technical language the roots of the crisis and how it was affecting the company. The pension fund manager advised employees about the investment options in retirement funds.
To cope with the crisis, all employees of DuPont had the help of a manager.
Each employee was asked to help reduce costs.
Surveys were carried out to see the reaction of employees before the crisis to know if they could deal with the crisis.
Together with CEO and CFO, Holliday met with 14 major business leaders and asked them to explain what they were doing to address the crisis.
The solutions proposed by 14 companies were for the month of January or February but Holliday needed to apply them in October.
Explored various ways to reduce costs:
if production factories could be closed permanently or temporarily.
if a contractor could be released a week in advance and without any compensation for costs.
Chad Holliday responds to the call for leadership, accepted the circumstances and sack his company refloat. Took over and took decisive action. This is what every leader should do.

Unless otherwise stated, the content of this page is licensed under Creative Commons Attribution-ShareAlike 3.0 License