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1.-Ram Charan Biography:

Since Ram Charan left his family shoe shop in India to earn MBA and doctorate degrees from Harvard Business School he has become one of the most appreciated business advisors among senior executives. In spite of his beginnings as engineer, his huge talent to solve the hardest business problems made him came to be considered a key part to understand the real-world complexities of business.
As a leading expert, he provides relevant advices to some companies like GE, Dupont, and Bank of America to improve their group dynamics or to achieve profitable growth amogst others. His practical ideas and his interactive teaching style have won him several awards such as the Bell Ringer award, best teacher award at Northwestern, or his election as a Distinguished Fellow of the National Academy of Human Resources .
Over the past decade he has written numerous books (including the bestseller Execution: The Discipline of Getting Things Done and Confronting Reality) and articles in the most important financial news papers. Nowadays he is based in Dallas and working on the board of Austin Industries and Tyco Electronics.

2.- How the CEO of DuPont reacted to the current economic crisis?

The first reaction and the main measure of the CEO Chad Holliday before the economic crisis was to accept that it was happening. Once it was accepted, DuPont started up a contingency plan dubbed the Corporate Crisis plan (which was called up only in few specific moments of crisis) to try to solve the situation. 17 standing teams were brought together to find solutions and later, when they found out the financial nature of the crisis, it was reduced to eight the number of teams to tackle the problem.

One of the pillars of this plan was the communication between managers and employees. Within a few days of the formulation of the plan the pension fund manager was called to explain in nontechnical language the roots of the crisis and the way it was affecting the company, and employees were also asked to suggest solutions and ideas. Employees seemed to get it and the actions aimed at conserving cash were taking hold quickly. But Chad Holliday was not satisfied and gathered the company’s top 14 leaders to ask them what they were doing to deal with the crisis and to speed up the measures. Finally these measures, such as reduce costs, were executed or started in less than six weeks but assuming that there will be much more to do in the next two years.

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