Charan 1221

Ram Charan (born in Ramcharan in 1939 in Uttar Pradesh (India), he is a business consultanT, speaker, and writer.
Ram Charan is a highly acclaimed speaker and advisor. He is the author of various popular books on business, including Leadership in the Era of Economic Uncertainty: The New Rules for Getting the Right Things Done in Difficult Times, Boards That Deliver, What The CEO Wants You To Know and many other books, some of them bestsellers.
Charan worked in his family's shoe shop in northern India while growing up. He earned a degree in engineering from Banaras Hindu School and later studied at Harvard Business School where he was awarded an MBA (1965) and a doctorate (1967). Before becoming a full-time consultant in 1978, he taught at the Harvard Business School, the Kellogg School of Management, and Boston University.
Dr. Charan has worked behind the scenes with top executives at some of the world's most successful companies like Thomson Corporation, Honeywell, KLM, Bank of America, etc.
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. He has served on the Blue Ribbon Commission on Corporate Governance and was elected a Distinguished Fellow of the National Academy of Human Resources.


The book “Leadership in the Era of Economic Uncertainty” by Ram Charan explains the new rules for getting the right things done in difficult times, specifically how the CEO of DuPont reacted to the current economic crisis.
DuPont CEO Chad Holliday get aware about the economic crisis while he was visiting a major customer in Japan, Holliday was worried about his company’s cash position she ordered his executives to conserve cash. Holliday´s landed in U.S and summoned a meeting were he asked his top executive about the crisis.
What had seemed to be a crisis of confidence in Wall Street had the potential to become a global crisis, credit was disappearing and companies can’t finance their operations. The problem was becoming more significant so they must take measures to prevent it. He created a plan were he tried to appraise the cause of the crisis and put appropriate disaster-control procedures in place.
DuPont’s would take a while to figure out which production facilities could be closed permanently or shuttered temporarily to reduce costs. The fastest way to save the most cash was to cut back as much as possible contractor the company had hired, so the have to pay less workers each month.

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