Ram Charan is a business consultant , speaker famous and writer, Dr.Charan has consulted for many well-known companies such as GE, Verizon, Novartis, Dupont, Thomson Corporation, Honeywell, KLM, Bank of America, and MeadWestvaco.
Dr. Charan's first contact with business came at his familie´s shoe shop in a small town where he grew up. He earned a degree in engineering in India, later he studied at Harvard Business School were he was awarded an MBA and a doctorate. Before becoming a full time consultant he taught at Harvard Business school.
Dr. Charan is a work victim , he is well known for giving to the point advice confronting reality underlyning the real-world complexities of business. He Is well known for his recommendations for achieving profitable growth, stablishing priorities "growth budget" based on discipline, on talent planning and key hires . He is considered a leading expert in corporate governance providing methods of improving group working.
DR. Charan is known as well for in-house executive education programs. His, dynamic teaching style has won him several awards. He won the Bell Ringer award and best teacher award at Northwestern.
Ram Charan is the author of various popular books and articles on business, including the bestseller Execution:The discipline of getting things done and confronting reality , among others.
Dr. Charan was elected a Fellow of the National Academy of Human Resources. Charan was elected a fellow of the national academy of human resources in 2000 and named a distinguised felow in 2005.He is also a director of Austin industries.

In the excerpt of the book “LEADERSHIP IN THE ERA OF ECONOMIC UNCERTAINTY” written by Ram Charan , Chad Holliday talks about DuPont´s CEO actions towards the current economic crisis.
Ram Charan explains the steps that Chad had to follow if he wanted to save the business. First, he organizes a meeting with his executives to analyse the situation agreeing to keep cash and reduce expenses.
Secondly different teams were brought together to find suitable solutions and plans of action to fight against the crisis, every single employee was ask on methods to keep profits and reduce costs.
Thirdly, Holiday wanted to know what employees thought about the plan, their motivation and what they were doing to help. In addition, Holliday asked their managers to explain what they were doing to fight the crisis. The problem was not what they were doing but how fast it was getting done.
Finally, Holliday created a team of top executives looking at future actions to take. They were thinking of closing production facilities to reduce costs or to cut down as much as possible on the over 20,000 outside contractor the company had already hired.
The different solutions were put into action.
Ram Charan shows how a leader has to behave if dealing with such situations.

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