New Releases by Ram Charan

Un fascinante relato sobre el descubrimiento de manuscritos que confirman que Jes�s viaj� al oriente en su juventud. Afirman que entre los trece y los 29 a�os de edad, Jes�s viaj� a India, Nepal, Ladak y T�bet, donde fue estudiante y maestro. En este libro, por primera vez se re�ne el testimonio de cuatro testigos oculares --y tres traducciones distintas-- de esos relevantes documentos. Algunos cr�ticos "demostraron” que no exist�an tales manuscritos, hasta que en el siglo xx tres estudiosos y educadores los redescubrieron. Ahora puedes leer por ti mismo lo que Jes�s dijo e hizo antes de su misi�n en Palestina. Uno de los mensajes m�s revolucionarios de nuestro tiempo. ENGLISH DESCRIPTION The Gospels record Jesus age 12 in the temple, then age 30 at the river Jordan. Where was he in the interim? Ancient Buddhist manuscripts say Jesus left Palestine and traveled to India, Nepal, Ladakh and Tibet. For the first time, Prophet brings together the testimony of four eyewitnesses of these remarkable manuscripts plus three different translations of the texts. Illustrated with maps, drawings and 79 photos.

Set your sights on High-Potential leadership and help your organization thrive In today’s tumultuous and rapidly evolving business environment, High-Potential leaders are in high demand. Do you possess the relationship skills, strategic vision, innovation, and determination needed to thrive as a high-potential leader in your organization? New York Times bestselling author Ram Charan answers that question and helps you hop on the fast-track to leadership success in this insightful guide. Traditionally, leaders have risen up through the ranks based on their cognitive abilities, analytical skills, thoroughness, and even perfectionist tendencies, but as modern businesses have moved to a more digitally-driven model, the criteria for leaders has markedly changed. The High-Potential Leader explains the modern business climate while highlighting the critical role relationship building, communication style, engagement, and ability to motivate and bring out the best performance in others play in becoming an impactful leader. Whether you’re just embarking on your leadership journey or are ready to make the leap to the next leadership level, Charan’s real-world lessons and practical advice will help you discover who you are as a leader, chart your path, accelerate your growth, and ultimately, become the high-potential leader your organization needs to succeed.

Un libro esclarecedor que te guiará para llevar la teoría del éxito en los negocios a la práctica. Bestseller #1 de The Wall Street Journal . El libro que nos muestra cómo llevar los negocios a la práctica y entregar resultados, no importa si diriges una compañía o es tu primer empleo en el mundo empresarial. Las mejores ideas del mundo valen menos que el papel donde están escritas si no se pueden ejecutar. Así lo aseguran los afamados líderes empresariales Larry Bossidy y Ram Charan en este fascinante libro. Apoyados en su experiencia al frente de las corporaciones más demandantes y exitosas del mundo empresarial -como General Electric o Honeywell International- los autores nos llevan de la mano por la aplicación práctica del arte de la ejecución y nos revelan aquí el secreto fundamental de los negocios: conocer a fondo la cultura operacional para llevar a tu empresa al siguiente nivel.

عن اتخاذ القرارات الذكية لماذا يقرر بعض المديرين الجيدين قرارات سيئة؛ وكيف يمكنك أن تطور قراراتك إلى الشكل الأفضل؟ إذا لم تكن قرأت شيئًا عن كيفية اتخاذ القرارات، يكفي أن تقرأ هذه المقالات العشر. لقد بحثنا عبر آلاف المقالات في أرشيف مجلة هارفارد لإدارة الأعمال، واخترنا المقالات الأكثر أهمية لمساعدتك ومساعدة مؤسستك على اتخاذ خيارات أفضل، وتجنُّب أي مطبّات على الطريق. سوف تقرأ لخبراء بارزين مثل رام شارانu0003ومايكل مانكنز وثوماس ديفنبورت الذينu0003سيقدمون لك الرأي والمشورة من أجل: • اتخاذ قرارات جريئة تتحدى الوضع القائم. • دعم قراراتك بالبيانات المتنوعة. • تقييم الأخطار والفوائد بدقة متساوية. • معرفة التعليل المنطقي للسبب والنتيجة. • التأكد من صحة قراراتك بالتجريب. • تشجيع النقد البنّاء. • محاربة اللامبالاة من خلال المساءلة الواضحة. إن الأفكار الواردة في هذه المجموعة من المقالات ضرورية لأي مدير طموح. العبيكان 2017

本书重点讨论的是企业层次,也就是企业的执行系统建设.通过对大量著名企业的成功与失败的研究,提出了企业执行体系建设的系统架构.

*A Wall Street Journal bestseller* The forces driving today’s world of structural change create sharp bends in the road that can lead to major explosions in your existing market space. But exponential change also offers exponential opportunities. How do you leverage change to go on the offense? The Attacker’s Advantage is the game plan for winning in an era of ambiguity, volatility, and complexity, when every leader and every business is being challenged in new and unexpected ways. Ram Charan, harnessing an unequalled depth and breadth of experience working with leaders and companies around the globe, provides tested, practical tools to help you: •Build the perceptual acuity to see around corners and detect, ahead of others, those forces—especially people, who are the catalysts of change—that could radically reshape a company or industry •Have the mindset to see opportunity in uncertainty •Commit to a new path forward despite the unknowns, positioning your business to make the next move ahead of competitors •Break the blockages that can hold your company back •Know when to accelerate and when to shift the short-term and long-term balance •Make your organization agile and steerable by aligning people, priorities, decision-making power, budgeting and capital allocation, and key performance indicators to the new realities of the marketplace The Attacker’s Advantage provides a stark and simple challenge: stay in a legacy world of incremental gains or defensiveness, or be an attacker by creating a new world, scaling it up quickly, ahead of the traditional players.

Mærkelig nok gør mange virksomheder en meget større indsats for at nå deres regnskabsmæssige mål end for at udvælge de rigtige folk til de rigtige poster. Leadership pipeline-modellen hjælper virksomheder med at udvælge, udvikle og evaluere deres ledere på alle niveauer, så ledelseskraften ikke pludselig slipper op, fordi man ikke har forberedt sig i tide. Pipeline-modellen sørger desuden for, at alle ledere forstår, hvad der forventes af dem på de enkelte ledelsesniveauer. Leadership pipeline-modellen har ændret den måde, virksomheder over hele verden angriber personaleområdet på. Det gælder i det private erhvervsliv og i stigende grad også i det offentlige, hvor modellen i disse år spiller en vigtig rolle. Bogen viser systematisk og anvendelsesorienteret, hvordan alle organisationens enheder skal arbejde med på, at der til stadighed findes de nødvendige kompetencer i virksomheden.

This book, n=1 is a collaboration of physician health system CEO, venture capital entrepreneur and leading global business advisor and best-selling business author. These differing perspectives provide insights into the forces transforming the global society, business and professions with a focus on US healthcare and its transformation. Healthcare leaders must develop the incisive questions that challenge the orthodoxies hindering organizational transformation. Our experience indicates leaders of successful non-healthcare organizations develop cultures of inquiry that guide their organizations through dramatic market change. Unique individuals are the driving force in the transformation of healthcare. Digitization has democratized information, which feeds the desire of people to act, behave and be treated as unique individuals. Scientific innovation is revealing the importance of our biologic individuality. The financial risk of healthcare is increasingly passed to individuals and providers, fueling changes in financial incentives. An individual with information knows their options, and wants to choose the option most suited to his or her unique healthcare needs and financial means. This profound and fundamental change in the individual’s expectations and behavior is accelerating healthcare transformation. The title of this book, n = 1, is a symbol of the uniqueness of individuals. The n=1 will transform healthcare.

Is your firm’s board creating value—or destroying it? 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.

New York Times bestselling author Ram Charan gives business leaders the guidance they need to succeed in a world in which economic power has shifted. The global tilt is nothing less than an irreversible shift of economic power—jobs, wealth, and market opportunities—from a small part of the world to its entirety. It is improving the lives of millions of people around the world, and while it is creating immense opportunities, it is disrupting the world as you know it with dizzying speed. If you’re an American or European, any assumptions you may have about national and managerial superiority are obsolete. Businesses in China, Singapore, India, Brazil, Malaysia, and other countries on the move have ready access to the capital and expertise they need to grow. Their leaders have just as much knowledge, talent, and drive as you do. And they are unleashing their entrepreneurial verve to scale up fast and grab once-in-a-lifetime opportunities. These businesses will soon be competing with yours, even if you’re not aware of them yet. Finding opportunities of your own requires you to consider vastly different perspectives and to see the new global landscape in its entirety and then change the content of your work to pursue them. In Global Tilt, Ram Charan will show you how to: - Gain an edge by cutting through the complexity of demographics, different forms of government, and even the global financial system, to identify “unstoppable trends” better and sooner than others - Challenge your reliance on core competence and the incremental improvement that results. Instead, look “outside-in” and “future-back,” determine the capabilities you need to build, and muster the psychological fortitude to make occasional strategic bets that can potentially alter the competitive landscape - Develop the soft skills crucial to leading a global organization, including mastering local contexts - Equip the organization to win by facing up to painful but necessary shifts in people assignments, decision-making authority, and resource allocation—even before making structural changes Those who can pursue the opportunities in a tilted world have a remarkably bright future. Ram Charan’s unparalleled experience with global leaders and companies and the unique and powerful insights he brings to this book will light the way for you and your exciting journey.

De tudo o que se segue, eis o ponto mais importante: os CEOs devem dirigir a empresa, mas os conselheiros também são encarregados de liderar a organização nas questões mais cruciais. O monitoramento continua sendo importante. A governança ainda é relevante. Mas chegou a hora de os conselhos de administração reequilibrarem suas responsabilidades. Os conselheiros precisam saber quando assumir o comando, quando atuar em parceria e quando ficar fora do caminho. Reguladores, investidores e colaboradores estão pressionando os conselhos a cumprir suas responsabilidades e garantir os resultados da empresa. Isso requer várias decisões que só o conselho pode tomar: a decisão de selecionar, reter ou afastar o CEO; de estabelecer uma cultura de ética e integridade; de definir metas e incentivos para a equipe executiva; e de avaliar a ideia central da empresa, seu apetite para o risco e sua estrutura de capital. Por que a liderança do conselho é importante? Porque, com muita frequência, o destino de empresas, colaboradores e acionistas depende disso. Apresentamos relatos da Ford Motor Company americana, da BHP Billiton australiana, do Grupo RBS brasileiro, da GlaxoSmithKline britânica, da Bharti Airtel indiana, da Lenovo chinesa, entre outras organizações, nos quais você encontrará exemplos de conselheiros que mudaram o destino da empresa. Para ver como alguns conselhos também podem deixar a empresa e seus stakeholders à deriva, analisaremos empresas que fracassaram, incluindo várias que caíram no abismo. A liderança de um conselho de administração pode criar valor e sua ausência pode destruir o valor. Com base em práticas que estão surgindo em uma série de empresas, este livro oferece recomendações práticas para conselhos que ambicionam fazer uma grande diferença na liderança.

2012 revised traditional Chinese edition of Execution: The Discipline of Getting Things Done - one of the best business text of the last decade. With real world examples, this book gives guidance of how to get anything done, and done on time. Execution strategies are clearly outlined and detailed. By Ram Charan, a professor at Harvard School of Business and Larry Bossidy, Chairman of General Electric and Allied Signal. In Traditional Chinese. Annotation copyright Tsai Fong Books, Inc. Distributed by Tsai Fong Books, Inc.

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 governanceâ??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 judgmentsâ??and explains clearly and succinctly how boards can solve those problems. These battle-tested solutions help boards achieve what rules and regulations alone cannotâ??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.

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.

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 Iu003eLeaders 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.

Ob Erfolg oder Misserfolg hängt nur von einem ab: der Durchführung in der Praxis. Die tollste Idee, der kühnste Plan, die gewagteste Innovation – sie alle sind zum Scheitern verurteilt, wenn sie schlecht oder gar nicht umgesetzt werden. »Managen heißt machen« zeigt, worauf es ankommt, wenn man hochgesteckte Ziele und perfekte Resultate erreichen will. Management-Guru Ram Charan und sein Koautor Larry Bossidy analysieren die Schnittstellen zwischen festgelegter Strategie und praktischer Umsetzung. Schritt für Schritt erklären sie den Weg zum Erfolg und versetzen den Leser in die Lage, die entscheidenden Herausforderungen zu bewältigen – mit den richtigen Prioritäten zu führen, Mitarbeiter optimal einzusetzen und Arbeitsabläufe zu perfektionieren.

It is by making innovation an intimate, intentional part of the business that A. G. Lafley - the Jack Welch of the 21st century - has recently transformed Procter & Gamble from a $39 into a $76 billion dollar company that touches more than 3 billion people around the world. On the brink of collapse when he joined in 2000, it became a model for growth and innovation. In this inspiring and practical book Lafley explains how making innovation more than just a stand-alone activity enabled him to turn around growth, productivity and the bottom line. As this book shows, innovation can become a reliable and repeatable game-changer for any business in all areas of the organisation, from the CEO''s desk to the everyday activities of each employee. By using new insights and easy-to-relate-to stories from P&G and other companies - describing, for example, the best way to brainstorm, and the "innovation portfolio" - this book is destined to become as influential as Good to Great and as Charan''s own bestseller, Execution.

Two superstars of the business world use their insider knowledge at a wide range of companies to provide a system any business can use to build its most valuable asset: talented leaders who can deliver the goods.

Economic turbulence has arrived with a vengeance, and only companies that face it head-on at the beginning of this world-wide crisis will be the ones left standing once the dust clears. Renowned consultant Ram Charan traces the causes of this crisis, identifies the essential priorities managers need to focus on now, and offers clear guidelines for top executives and managers.

Cómo acelerar y mantener el crecimiento de los ingresos y de las ganancias... ya sea que usted dirija una empresa o que ocupe por primera vez un cargo administrativo. En los últimos siete años, Procter & Gamble triplicó las ganancias, mejoró considerablemente el crecimiento de los ingresos, el flujo de caja y los márgenes de explotación, y aumentó en un promedio del 12% el beneficio por acción. ¿Cómo? A. G. Lafley y su equipo de líderes incorporaron la innovación a todo lo que hace P&G y en el proceso crearon clientes y mercados nuevos. Mediante ilustrativos relatos, A. G. Lafley y Ram Charan retratan la manera en que P&G y otras empresas estrellas como Honeywell, Nokia, LEGO, GE, HP y DuPont se transformaron en compañías que cambiaron el juego. Sus inspiradoras lecciones enseñan cómo: # Lograr que los jefes sean los clientes y los consumidores y no los directores ejecutivos ni el equipo directivo # Innovar para conducir el negocio hacia su madurez # Desarrollar negocios que tengan mayor crecimiento y mejores márgenes # Explorar por fuera del negocio propio para aprovechar el talento y la creatividad que abundan en el mundo # Integrar la innovación en la corriente principal de la toma de decisiones de su empresa # Administrar los riesgos # Convertirse en líder en innovación La finalidad de este libro es ayudarle a cambiar el juego y redefinir su liderazgo.

YOUR WORLD AS A DIRECTOR HAS SUDDENLY CHANGED. YOU’VE SEEN MEMBERS OF OTHER boards take the heat when their companies imploded. The managements of Lehman Brothers, Bear Stearns, Merrill Lynch, and Washington Mutual clearly failed, but so did their boards. Now the board of every company beset with problems is coming under scrutiny. The pressure is on. Your board must own up to its accountability for the performance of the corporation. Governance now means leadership. Boards must change their modus operandi to address the new and complex issues that are emerging. These include ENSURING LIQUIDITY IN THE CONTEXT OF THE GLOBAL FINANCIAL CRISIS SETTING CEO PERFORMANCE TARGETS IN A VERY UNCERTAIN ECONOMY ASSESSING STRATEGY AND ENTERPRISE RISK UNDER EXTREME VOLATILITY So what should boards do now? What should they be talking about in their meetings and executive sessions? What decisions must they make? How assertive must they be regarding company priorities and operating goals? In Owning Up, business advisor and corporate governance expert Ram Charan answers these and other burning questions on the minds of directors and business leaders. He describes best practices that are emerging in boardrooms he has observed firsthand. And he provides practical recommendations on a range of issues, from compensation to dealing with external constituencies. Wisely attuned to the human side, he confronts the need for some boards to refresh their composition and for others to rebalance their board dynamics. Directors, CEOs, general counsels, and operating executives will find here the guidance they need to meet the new and rising standards for corporate governance in this demanding business environment.

“There is no better person than Ram Charan to provide advice on managing in a downturn.” –Larry Bossidy, former Chairman & CEO Honeywell International Inc. "This is all classic guru writing, stressing the extremity of the situation. But from Charan - who has already brought us bestsellers such as Execution and What the CEO Wants You to Know - it seems plausible. His forte is bold advice, delivered with convincing rhetoric. And he has completed his new text just at the right time." --Financial Times As a business leader today, you face an unprecedented challenge: the worldwide economic downturn. Cash and credit are dwindling, sales forecasts are dismal, and morale is sinking. This is not a time to reflect. It is a time to act, decide, and energize your people—with urgency. This is your moment. Are you up to the task? In Leadership in the Era of Economic Uncertainty, Ram Charan helps you steer your business through the minefield of contracting markets, cash shortages, and ongoing uncertainty. No matter what your leadership role, Charan’s insight will help ensure that your business emerges leaner, stronger, and well in front of the competition. “We will not know when we have turned the corner, and we cannot envision the shape and scope of the world that will emerge,” Charan writes. “What we can be sure of is that this is a time of tumultuous change, and with change come both danger and opportunity.” In this concise and highly accessible guide, the author provides practical actions you can execute immediately to Protect cash flow vigilantly, even daily, and use cash more efficiently Use ground intelligence to survive the storm and position your business to thrive in the aftermath Develop a better understanding of your customers Reevaluate your pricing strategy and capital expenditures Use cost cutting strategically Using examples and case studies, Leadership in the Era of Economic Uncertainty illustrates how leaders at DuPont, Hanesbrands, Wipro, and other companies used Charan’s techniques to get results. The chaos of global economic meltdown has imposed an urgency you have never before experienced. It’s a scary thing, but it can also be exciting—if you’re prepared.

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.