Ram Charan is an important speaker and advisor expert in the area of business strategy, famous among executives for solving challenging business problems. The knowledge acquired by this economist all throughout his 35 years of experience has permited him to be in charge of the CEO (cheif executive officer) of many important companies that operate internationally, like for example Bank of America. Dr. Charan worked in the family shop before earning his degree in India. He afterwards worked in Australia and Hawaii, and finally earned an MBA from Harvard University. After this, he began to teach in this prestigious university. His talent and way of teaching has permited Charan to win several awards in this discipline.
On the other hand, Charan has been the author of a series of books world wide published, including his recently published book, Leadership in the Era of Economic Uncertainty, Execution, bestseller in which this personality is coauthor, as well as publishing continuously articles in the Financial Times, Harvard Business Review, Director's Monthly, etc…

How did the CEO of DuPont reacted to the current economic crisis:
The book Leadership in the Era of Economic Uncertainty, written by Ram Charan, includes the example of DuPont, american company dedicated to the chemistry industry, and how did the company reacted against the crisis. CEO Chad Holliday had a reunion with all the other CEOs of the company, designing the "Corporate Crisis Plan", and deciding that all employees of the company should interview with one of the CEOs in order to explain them what were the objectives of the company during the crisis. Every employee had the task to identify three aspects in order to reduce costs. Some of the ideas were: to conserve cash, to reduce traveling and to eliminate foreign consultants.
However, CEO Holliday discovered that giving to much confidence to the employees had caused them not to respond as fast as they needed to.
From all CEOs, DuPont had three of them to think in the future, in long-term actions that could help the company survive to the crisis. It would not be easy at all to discover which areas or faciliites could be permanently closed in order to reduce costs. The most important idea they came up with was to end up relations with the 20,000 foreign consultants the company had, and that were increasing enormously costs that were dangerous for the company's survival.
All these reactions from DuPont ocurred in less than six weeks in time. It's important to mention Chad Holliday, as he was brave enough to face the crisis even with the uncertainty that was taking place, pulling up with all the other CEOs in order to fight against the crisis.

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