Ram Charan is a well-known speaker, writer and advisor that is famous among different successful CEOs . He started his role in business working in his family shoe shop in India, where he got a degree in engineering, and later on took a job in Australia and Hawaii. After achieving a great success, he went on with his studies at Harvard Business School, where he was awarded an MBA and a doctorate and where he also worked. Dr. Charan has more than thirty-five years of experience in solving business problems working for important companies like KLM, Honeywell, Dupont, GE, where he won the Bell Ringer award and place his theories in the BusinessWeek’s top ten resources for in-house executive development programs.
He is very good at providing advice and relevant information about the real-world problems of business, which is reflected on what he calls a ''growth budget'' or ''singles and doubles''.
Finally, he has written lots of books and articles that have sold more than 2 million of copies; examples of them are: The Discipline of Getting Things Done and Confronting Reality and What the CEO Wants You to Know, Boards at Work.


In the excerpt ''Leadership in the era of economic uncertainty'', Ram Charan explains the impact of the economic crisis in Dupont and the reaction of its CEO Chad Holliday while he was visiting a customer in Japan. Due to the Japanese customer's worries about his company's position and the expansion of the crisis, Holliday went back to United States and met his leaders to wonder about the actual situation and how worse could it be. Then they notice that this was a global crisis affecting almost all the world and that it was necessary to apply the Corporate Crisis plan, which is only implemented in serious cases such as 9/11 attacks.
Chad Holliday called a meeting of the heads of department in order to inform his employees about what was happening, and after the communication program was developed, he studied their psychological reaction and see if they understood the nature of the crisis. Furthermore, Holliday had a team of three top executives to take long-term decisions to reduce costs and the fastest way was to cut back the 20,0000 outside contractor that the company had hired.
Finally, the author concludes that Chad Holliday faced the problem correctly without fear and took decisive action.

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