Ram Charan (born Ramcharan in 1939 in Uttar Pradesh, India) is a business consultant, speaker, and writer.Charan worked in his family's shoe shop in northern India while growing up. He earned a degree in engineering from Banaras Hindu University 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.

Charan has consulted for many well-known companies such as GE, KLM, and Bank of America. 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, Boards At Work, Every Business Is A Growth Business, Profitable Growth Is Everyone's Business, Confronting Reality, Know How and Execution, which was a best-seller.

Ram is a workaholic. He is not married and has no children. At age 67, he recently purchased his first apartment in Dallas, TX. Before this purchase, he did not have a home and spent every night in a hotel room or at an associate's residence. Regardless of his location, his assistants in Dallas send him new clothes via courier and he returns his dirty laundry to them.
Charan was elected a Fellow of the National Academy of Human Resources in 2000 and named a Distinguished Fellow in 2005. He is also a director of Austin Industries.


The text describes how every leader must react at economics problems, explain this with the case of Chad Holliday and how he could find solutions in his company, DuPont. Chad Holliday realized that the economics problems are came globally and infecting the financial industry while he was in Japan visiting an important costumer. Chad concluded to act immediately.

When he arrived at EEUU call for a meeting the six top leaders to analyze the situation and the uncertain future. The problem was more important than they thought. However, he had a plan called “The Corporate Crisis Plan”. Chad Holliday wasn´t sure about his effectiveness but he decided to begin with it. The communication with employees took several forms. T he company’s chief economist and the head of its pension fund meet with Chad who explain the situation. Every employees had a meeting with a manager who asked tree things could be done to conserve cash and reduce costs.

Firstly, the reaction was very good, but Chad had been thinking that anyone understand the urgency of acting to face up to the problem. “They just weren’t responding as fast as the slowdown demanded”, he said. Chad took time with each of the company’s top 14 leaders to discuss about fast solutions. Thought every manager had a long list of measures, Chad need to put into practice in October these measures and not more late.

DuPont’s took place in less than six weeks but obviously there were more to do and as Charan explains, Chad face up to the situation without becoming paralysed and reaction like a leader that it is what he is.

Mark = 6

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