Background
Charan, Ram was born on December 25, 1939 in Hapur, India. Came to the United States, 1963. Son of Ganga Saran and Sona (Devi) S.
(Collector's and Library Edition titles are packaged in du...)
Collector's and Library Edition titles are packaged in durable vinyl binding that will ensure lasting value and protection for your audiobook. So whether you use it once or loan it out to a friend, you need not worry about rips, tears, or accidental drops.;; How you can increase and sustain organic revenue and profit growth . . . whether you're running an entire company or in your first management job. Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets. Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to: • Make consumers and customers the boss, not the CEO or the management team • Innovate to grow a mature business • Develop higher growth, higher margin businesses • Create new customers and new markets • Revitalize a business model • Reach outside your own business and tap into the abundant brainpower and creativity of the world • Integrate innovation into the mainstream of your managerial decision making • Manage risk • Become a leader of innovation We live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win-arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis. This is a game-changing book that helps you redefine your leadership and improve your management game.
http://www.amazon.com/gp/product/1415945810/?tag=2022091-20
(The subprime mortgage crisis caught many financial servic...)
The subprime mortgage crisis caught many financial service giants unaware, and reached far beyond trading desks all the way to their boardrooms. Indeed, despite their best efforts to govern properly, boards of directors throughout almost an entire industry missed a critical issue, and compounded that problem by not having robust succession planning to stem the crisis. Can boards do better? Owning Up author Ram Charan answers with an emphatic, "Yes!" Some boards are already doing all the right things. Leadership guru Charan describes the best emerging practices for boards--with real examples of how some of the best in the business solve today's thorniest boardroom problems--and helps readers determine whether their boards are owning up to governance by asking the most vital questions. Ram Charan (Dallas, TX) is coauthor (with Larry Bossidy) of 2002's runaway bestseller Execution (978-0-609-61057-2) and author of The Leadership Pipeline (978-0-7879-5172-6) and Boards That Deliver (978-0-7879-7139-7). Charan is also a highly sought-after advisor to corporations, boards, CEOs, and senior executives.
http://www.amazon.com/gp/product/0470397675/?tag=2022091-20
(Ram Charan, Stephen Drotter, and James Noel are three emi...)
Ram Charan, Stephen Drotter, and James Noel are three eminent business consultants on the cutting edge of the knowledge economy. They have coached managers at many world-class organizations--and now their combined expertise on the subject of leadership is condensed in the fascinating book The Leadership Pipeline.
http://www.amazon.com/gp/product/1419381989/?tag=2022091-20
(Finally, a book that brings the vision of truly good gove...)
Finally, a book that brings the vision of truly good governance down to earth. Ram Charan, expert in corporate governance and best-selling author, packs this book with useful tools and techniques to take boards and their companies to a higher level of performance. Charan puts his finger on a growing problem for boards: the disconnect between directors' efforts and their results. The added time and attention boards invest is not translating into better governancea"that is, governance that adds value to the business. Boards That Deliver gets beyond the rhetoric of corporate governance reform. It captures the tried-and-true practices used by high-performance boards. In contrast to experts who base prescriptions on number-crunching exercises, Charan identifies the real problems that drain directors' time and suppress their best judgmentsa"and explains clearly and succinctly how boards can solve those problems. These battle-tested solutions help boards achieve what rules and regulations alone cannota"to get succession right, refine a winning strategy, and design a rational CEO compensation package. Good governance requires leadership. Boards That Deliver is the no-nonsense guide for directors and CEOs who are rising to the leadership challenge to make their boards a competitive advantage.
http://www.amazon.com/gp/product/0787971391/?tag=2022091-20
(An updated and revised version of the bestselling The Lea...)
An updated and revised version of the bestselling The Leadership Pipeline – the critical resource for how companies can grow leaders from the inside.  In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline –the internal strategy to grow leaders – in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results. New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter. Q&A with Co-Author Steve Drotter What is the single thing that has changed the most in leadership since The Leadership Pipeline was first publish in 2000? Since communication is such a central requirement for leaders, the changes in electronic communication have to be at the top of the list of impactful changes. Hand-held devices, social media and speed of access combine to bombard every employee--leader or individual contributors alike--with messaging. What is good about that is very good--instant availability of people and information. What is bad about that is very bad--everything is "urgent" and everyone is distracted. Leaders have lost control of the agenda in meetings, in offices and in peoples’ minds. A critical task for all leaders is to provide clarity of purpose and focus on the right outcomes. This has never been so important! There are a lot of books on leadership, what sets The Leadership Pipeline apart? The The Leadership Pipeline isn't theory. It is based on structured observation through over 1200 in depth executive assessments of very successful people--contenders for CEO, CFO, Group Executive and Business General Manager. The Leadership Pipeline isn't about fads or the latest new thing. It based first on principles developed over 30 years. The Leadership Pipeline isn't based on one industry or one culture. Work in 100 companies spread through 40 countries provided the base data. It provides real differentiation between the layers of leadership so the company or business has a way to keep leaders from working on the wrong level and failing to produce all the required leadership results. What is a common misconception about what a leader should or should not be working on? There are two common misconceptions about what leaders should or shouldn't do. The first comes from the time horizon and the second comes from the uniqueness required of each layer. The higher up a leadership position sits, the further out into the future the leader should focus. This time horizon difference starts very early in the leadership chain. An individual contributor should focus on the task at hand and its deadlines. Her boss, the first line manager, should focus on annual plans. Her boss, the manager of managers should focus on a two year time horizon. The time horizon extends for each layer above. Each layer has a unique purpose that defines the contribution needed. Individual contributors deliver the product or service. Their boss, the first line manager, enables delivery by defining requirements, training, coaching, giving feedback, and rewarding. Their boss, the manager of managers, drives productivity by making sure the first line manager actually manages. The next layer up, function managers, deliver competitive advantage. The next layer, business managers, deliver short and long term profit. Does this approach work for all companies, all sizes? We have seen these concepts work with companies as small as 20 people and with global giants with several hundred thousand employees in 100 countries. The principles are exactly the same. Each layer has a unique purpose, each layer works in a different time horizon, and each layer must be differentiated from the layer below. The leaders must provide clarity and focus no matter what the size of the company because the communication revolution affects and distracts everyone. What are the central issues leaders must face in the next five to ten years? The global financial crisis has resulted in pervasive uncertainty about markets, capital availability, solvency of customers and suppliers, investment strategies, etc. Competition will be fierce from developing countries. Leaders at every level will have to focus more sharply on performance than ever before. Waste, false steps, tolerance for mediocre performance or performers, bad investment decisions, out dated processes, lack of empowerment, and the like will lead more quickly to business failure. Leaders will have to provide real clarity of desired outcomes for every employee, differentiated by layer, and enable focus on obtaining those outcomes by everyone in order for their business to survive.
http://www.amazon.com/gp/product/0470894563/?tag=2022091-20
(How you can increase and sustain organic revenue and prof...)
How you can increase and sustain organic revenue and profit growth . . . whether you’re running an entire company or in your first management job. Over the past seven years, Procter & Gamble has tripled profits; significantly improved organic revenue growth, cash flow, and operating margins; and averaged earnings per share growth of 12 percent. How? A. G. Lafley and his leadership team have integrated innovation into everything P&G does and created new customers and new markets. Through eye-opening stories A. G. Lafley and Ram Charan show how P&G and companies such as Honeywell, Nokia, LEGO, GE, HP, and DuPont have become game-changers. Their inspiring lessons can help you learn how to: • Make consumers and customers the boss, not the CEO or the management team • Innovate to grow a mature business • Develop higher growth, higher margin businesses • Create new customers and new markets • Revitalize a business model • Reach outside your own business and tap into the abundant brainpower and creativity of the world • Integrate innovation into the mainstream of your managerial decision making • Manage risk • Become a leader of innovation We live in a world of unprecedented change, increasing global competitiveness, and the very real threat of commoditization. Innovation in this world is the best way to win—arguably the only way to really win. Innovation is not a separate, discrete activity but the job of everyone in a leadership position and the integral, central driving force for any business that wants to grow organically and succeed on a sustained basis. This is a game-changing book that helps you redefine your leadership and improve your management game.
http://www.amazon.com/gp/product/0307381730/?tag=2022091-20
(From the bestselling author of What the CEO Wants You to ...)
From the bestselling author of What the CEO Wants You to Know?how to rethink sales from the outside in ?We have to face the truth: the process of selling is broken. Customers have more choices and are under intense pressure. Yet few companies are facing this reality. When they don?t, a lingering malaise sets in.? More than ever these days, the sales process tends to be a war about price?a frustrating, unpleasant war that takes all the fun out of selling. But there?s a better way to think about sales, says bestselling author Ram Charan, who is famous for clarifying and simplifying difficult business problems. What the customer wants you to know is how his or her business works, so you can help make it work better. It sounds simple, but there?s a catch: you won?t be able to do that with your traditional sales approach. Instead of starting with your product or service, start with your customer?s problems. Focus on becoming your customer?s trusted partner, someone he can turn to for creative, cost-effective solutions that are based on your deep knowledge of his values, goals, problems, and customers. This book defines a new approach to selling?which Charan calls value creation selling?that while radical is nonetheless practical. VCS has been battle-tested in companies in a variety of industries, such as Unifi, Mead-Westvaco, and Thomson Financial. It will enable you to: ? Gain a deeper knowledge of your customer?s problems ? Understand how your customer?s company really makes decisions ? Help your customer improve margins and drive revenue growth ? Connect sales with other key functions such as finance and manufacturing ? Come up with new customized offerings ? Make price much less of an issue VCS gets you out of the hell of commoditization and low prices. It differentiates you from the competition, paving the way to better pricing, better margins, and higher revenue growth, built on win-win relationships that deepen over time. Someday, every company will listen more closely to the customer, and every manager will realize that sales is everyone?s business, not just the sales department?s. In the meantime, this eye-opening book will show you how to get started.
http://www.amazon.com/gp/product/1591841658/?tag=2022091-20
(Learn how top companies solve the problem of leadership s...)
Learn how top companies solve the problem of leadership succession from corporate America's leading consultant. A serious crisis looms in American management today. More and more CEOs are failing; there remains an acute shortage of capable replacements. The true dilemma in leadership is the stagnant state of corporate leadership development. Because companies fail to hone their unit managers' leadership abilities, they are never able to fill their succession pipelines. With unit managers stagnating, companies have difficulty executing at every level, compounding the crisis. In I>Leaders at All Levels , bestselling author Ram Charan shows how top companies approach leadership development as a core competency, recognizing that an adaptable leadership pool is a competitive advantage, and focusing their attention on bringing out the best in the leaders they have. Charan reveals exactly what's wrong with corporate leadership development and tells how to make it right. He explains the concept of a leadership "gene pool" and shows how companies can discover just what "DNA" they need to succeed. He also details how to uncover the hidden leaders in a company, when and where to bring in fresh talent, how to coach, measure, and reward leadership, and much more. For CEOs, directors, and anyone involved in leadership development, Leaders at All Levels is an eye-opening guide on how to get succession right.
http://www.amazon.com/gp/product/0787985597/?tag=2022091-20
(The tectonic plates of business are shifting and the resu...)
The tectonic plates of business are shifting and the result is a new reality in what it takes to run a profitable, successful business. The authors of Execution show what it takes to muster the intellectual and personal courage to understand the fundamental issues at the core of your business and provide the tools for taking action. Confronting reality is the ability to see the world the way it really is, not the way you would like it to be. Confronting Reality provides the tools that will build the foundation for future prosperity and success: How to focus on your external industry, not just your direct competitors; How to prepare a strategy that confronts reality; How to design rewards and link them to performance; How to reframe and reposition a business to ensure maximum success
http://www.amazon.com/gp/product/1844136892/?tag=2022091-20
educator Self-employed business consultant
Charan, Ram was born on December 25, 1939 in Hapur, India. Came to the United States, 1963. Son of Ganga Saran and Sona (Devi) S.
Bachelor of Science in Mechanical Engineering, Banaras Hindu University, Varanasi, India, 1959. Diploma industrial engineering, University New South Wales, 1963. Master of Business Administration, Harvard University, 1965.
Doctor in Business Administration, Harvard University, 1967.
Assistant professor business Harvard University, Boston, 1967-1973. Associate professor Northwestern University, Evanston, Illinois, 1973-1976. Professor Boston University, 1976-1978.
Private practice teacher, consultant Dallas, since 1978. Board directors Fischer & Porter Company, Horsham, Pennsylvania, Austin Industries, Dallas, C.E. Niehoff & Company, Evanston, Biogenex, Tyco Electronics. Member investment advisory committee Taylor & Turner, San Francisco, since 1983, Blue Ribbon Commission on Corporation Goverance.
(Bossidy, one of the world's most acclaimed CEOs, teams up...)
(From the bestselling author of What the CEO Wants You to ...)
(An updated and revised version of the bestselling The Lea...)
(The subprime mortgage crisis caught many financial servic...)
(Collector's and Library Edition titles are packaged in du...)
(The tectonic plates of business are shifting and the resu...)
(Ram Charan, Stephen Drotter, and James Noel are three emi...)
(Learn how top companies solve the problem of leadership s...)
(When Execution was first published in 2002, it changed th...)
(Finally, a book that brings the vision of truly good gove...)
(Geschichte Der Funfundzwanzigjahrigen Wirksamkeit, 1866 B...)
(How you can increase and sustain organic revenue and prof...)
(The book that shows how to get the job done and deliver r...)
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(Brand New. Will be shipped from US)
Fellow: National Academy of Human Resources.