1. Prepare a short biography of the Ram Charan.

Ram Charan is a famous advisor highly demanded for the CEOs of the world´s large companies for solving their most difficult problems. He is an Indian engineer that after working in Australia and Hawaii earned a MBA and a doctorate in the Harvard Business School with high qualifications and also became its teacher.
The magazine Fortune indentified him as a leading expert in corporate governance (he has served on the Blue Ribbon Commision) and Businessweek included Dr. Charan among the top ten experts for in–house executive programs. He has written numerous books and articles with his business insights and has won several awards.


2. Read the sample page from his book, Leadership in The Era Of Economic Uncertainty, and summarise how the CEO of DuPont reacted to the current economic crisis.

At the first sign of the current global economic crisis the DuPont CEO Chad Holliday decided to gather the top managers of the company and asked them about the seriousness of the situation and how bad could it get.
The financial industry´s problems were damaging the DuPont business at home and abroad due to the lack of confidence and the dissappearance of credit. He saw evidencies of problems in many companies with slowing rate of production. DuPont paint covers over 30 percent OF American automobiles and the company generally provides the paint less than 48 hours before it is used. That is why DuPont shares the production schedules of its clients and was aware of the sudden collapse. Clearly it was time to take action.
Fortunately DuPont was at the forefront of contingency planning. The plan seldom is activated (e.g. on September eleven, major hurricanes,etc.) but this time the crisis seems very serious. There was the need to let all employees to know what was going on. Within 10 days of the formulation of plans to deal with the crisis, every employee in DuPont had had face-to-face meeting with a manager who explained what the company needed to do and were asked to identify three things they could do inmediately to help conserve cash and reduce costs.
Overall, the employees responded positively to the challange, although Holliday were worried of giving too much confidence about that the company could cope with the crisis. There was many urgent things to do. The fastest way to save the most cash was to cut back as much as possible outside contractor the company had hired and shifting internal employees appropriately. But at the same time DuPont had top executives looking at longer-term actions.
Chad Holliday answered the call for leadership. Neither fear nor uncertainty paralyzed him. He took charge, pulled people together, and took decisive action. This is what every leader must do now.


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