Ram Charan

Business Advisor e Scrittore

Coach dei CEO più influenti a livello globale.

Ram Charan speaker, keynote speech, management

Ram Charan è un acclamato consulente e autore di vari Best Sellers, ha lavorato con imprese dell’importanza di General Electrics, KLM, Bank of America, Du Pont, Novartis, EMC, Home Depot e Verizon.

Autore e coautore di più di dieci libri, scrisse Execution, insieme al ex-CEO di Honeywell, Larry Bossidy, che raggiunse il primo posto nella lista dei best-sellers del Wall Street Journal e rimase più di cinquanta settimane nel ranking del New York Times.

Ha un master in amministrazione di imprese in cui si distensi per un ottimo risultato e un Dottorato nel consiglio dei direttori. È stato premiato dal GE Crotonville Institute e da diverse università, tra le quali, Wharton e Northwestern.

Charan completó un MBA e il dottorato alla Harvard Business School, in cui attualmente è professore. Nel 2009 Thinkers 50, il ranking globale di guru manageriali, lo incluse nella lista dei pensatori più influenti.

Il Dr. Charan è conosciuto per prestare servizi di consulenza e per essere cosciente dei problemi reali del mondo del business. Per la sua grande conoscenza ottenuta dall’esperienza professionale con centinaia di organizzazioni. Ram Charan, non solo aiuta le imprese nelle loro strategie, ma fornisce loro anche gli strumenti necessari per dare impulso al successo e ottenere una crescita redditizia.

Le conferenze energiche e interattive di Ram Charan sono piene di informazioni molto utili, esposte in una maniera facilmente capibile per i principali leaders aziendali di tutto il mondo.

The attacker's advantage-2015

Uncertainty has always been a challenge to business, but never before has it had the intensity and potential to change industries and destroy companies as it does today. Business leaders can be on the defensive, or they can be on offense, prepared to lead decisively. The ability to deal with uncertainty is perhaps the paramount skill leaders must have to be successful in this era. Without it they risk becoming personally obsolete and driving their companies off a cliff.

In The Attacker’s Advantage, renowned business expert and bestselling author Ram Charan shows what skills are needed to be able to spot the disruption that is coming, and what actions are necessary to take advantage of these changes. While many leaders know how to cope with operational uncertainty—when, for example, revenue fluctuates—the same cannot be said for dealing with structural uncertainty that can alter the money-making patterns of a company, industry or entire economic sector. Charan demonstrates the huge upside offered by structural uncertainty and provides the concepts and tools—such as being able to spot the catalysts of disruption, building organizational preparedness, developing a financial understanding of the consequences—to take advantage of forces that are creating new customer needs, market segments and ways to make money.

Uncertainty is now ubiquitous. The sources of structural change are varied and fast moving, and their convergence unpredictable. Digitization, algorithms, and the integration of technologies through sophisticated software and high powered hardware have already changed industries virtually overnight, but much more is to come. With his unparalleled ability to cut through complexity and provide workable solutions, Ram Charan provides readers of The Attacker’s Advantage with the ability to anticipate and deal with the biggest threats facing their business.

The attacker's advantage-2015

When to Take Charge, When to Partner, and When to Stay Out of the Way-2001

Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way.

Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors’ broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to:

Define the central idea of the company
Ensure that the right CEO is in place and potential successors are identified
Recruit directors who add value
Root out board dysfunction
Select a board leader who deftly bridges the divide between management and the board
Set a high bar on ethics and risk
With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for businesspeople everywhere—whether they occupy the boardroom or the C-suite.

When to Take Charge, When to Partner, and When to Stay Out of the Way-2001

Every business is a growth business- 1998

Every Business Is a Growth Business is your one-stop guide to making profitable growth happen. It’s a radical and refreshing source of ideas, inspiration, and common sense, all based on the unparalleled experience and access of Ram Charan and Noel M. Tichy.

Charan and Tichy have worked with some of the world’s leading executives–people such as Jack Welch of GE, Eckhard Pfeiffer of Compaq, Larry Bossidy of Allied Signal, John Reed of Citigroup, Dick Brown of Cable & Wireless, Alex Trotman and Jacques Nasser of Ford, and the senior management of Coca-Cola–who have transformed their companies into profitable growth machines. Every Business Is a Growth Business is a distillation of what the authors and these unique leaders have learned about profitable growth:

If your business isn’t growing sustainably and profitably, it’s dying.
Any business can grow profitably. There is no such thing as a mature business.
A company grows because growth is in the corporate mindset, created by the company’s leaders.
The mindset of growth starts at the top, but it must reach all the way to the bottom.
Sustainable growth is profitable and capital-efficient.
“Broadening your pond,” changing your company’s genetic code, developing a growth strategy from the outside in, and other unique ideas.
Every Business Is a Growth Business includes inside accounts of how GE Medical, Allied Signal, Compaq, Citibank, Reynolds and Reynolds, Praxair, and GE Capital developed profitable growth strategies. It includes “The Handbook for Growth,” a highly practical guide that will be an imm

Every business is a growth business- 1998