Ram Charan, living now a day in Dallas, began his financial career in his family shoe shop far in India. Getting his degree in his own country he went through Australia after finishing working in USA, Hawaii.
He earned a doctorate by the American Harvard University as well as he got a Master in Business Administrations (MBA) by the very same University.

Dr. Charan is an expert in providing advice in the real-world complexities of business, he has been recognized by several magazines, such as Fortune. Moreover, he has also been rewarded for his magnificent way of teaching, wining prizes like the Bell Ringer award.

In my opinion, this hard working economist is very admirable for his many contributions to financial studies, having written such works as What the CEO Wants You to Know, Leadership in the Era of Economic Uncertainty.

Nowadays, Dr. Charan, is one of the most sought after business advisors, working for some of the companies which have performed the best through the economic crisis.
Most importantly however, he has shared his experience, and insight with those who will take over the reins of the economy in the near future.


The global economic crisis sent many clear signs before the bubble truly burst. In his book Leadership In the Era of Economic Uncertainty Dr. Charan shares the story of CEO Chad Holliday, and his meeting with the CEO of a Japanese corporation.

The impending economic crisis which was predicted to have an immediate impact on the Wall Street, with many countries, especially those in Western Europe, to follow. Credit, loans, and many lifelines of companies began to disappear quickly. Dupont, however, was well equipped to deal with impending crisis, it had implemented such a plan after 9/11, and in few other cases.

The plan called for an investigation into the cause of the crisis, and after some study and research, the teams discovered that it dealt only with the financial sectors. The plan had several phases, the first calling for the chief economist and the other 14 companies high management to be informed of the crisis, the company would then inform its employees through meetings with managers. The company then asked its employees about their feelings on the crisis. Through these measures the employees seemed to be at ease about what was coming, and occurring now. Holiday and his CEO and CFO met with the companies leaders to discuss how they were coping with the crisis and what they believed should be done to better the situation.

In the face of the crisis the company began to cut back on outside contracts and other unnecessary costs. Though Dupont may be ready to face the crisis there are many other factors that the company could not control, as Holiday foresaw, rising inflation, and decreased spending would affect the company. Mr. Holiday, was able to look into the face of the crisis, and triumph, Those of us who come after him would do well to look to Mr. Holiday and how he dealt with one of the most difficult crisis and triumphed reacting in less than six weeks.

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