Ram Charan > Quotes

“The sky takes on shades of orange during sunrise and sunset, the colour that gives you hope that the sun will set only to rise again.”
― Ram Charan

“The leader must be in charge of getting things done by running the three core processes—picking other leaders, setting the strategic direction, and conducting operations.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“Organizations don’t execute unless the right people, individually and collectively, focus on the right details at the right time.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“Execution requires a comprehensive understanding of a business, its people, and its environment.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“In fact, to be successful as a first-time manager requires a major transition for which many people are not adequately prepared. Perhaps the most difficult aspect of this transition is that first-time managers are responsible for getting work done through others rather than on their own.”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“Stronger, faster companies can detect and pounce on opportunities, for instance, to take advantage of the downturn by snapping up assets at bargain prices and snatching market share out from under their competitors.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“Maturity is a result of learning from success and from mistakes—in other words, learning from experience.”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“What is this business trying to accomplish? How does it want to position itself in the market? Has the strategy changed recently or is it likely to change soon? Does my function contribute to our competitive advantage? What must each function contribute to that strategy? How does my function’s effort impact the strategy? How does my function impact the other functions’ ability to contribute? How is the money made in this business?”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“plan scattered”
― Ram Charan, Execution: The Discipline of Getting Things Done

“Uma organização ruim sempre derrotará uma boa pessoa.”
― Ram Charan, Pipeline de Liderança

“Q. What is the difference between coaching and mentoring? A. Coaching generally has to do with success in the current position, with some emphasis—say, 10 to 15 percent—on the next position. Mentoring is the reverse. Most of the emphasis is on the future, probably 80 to 85 percent; only 15 to 20 percent is focused on current performance.”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“The heart of execution lies in the three core processes: the people process, the strategy process, and the operations process.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“A leader of the business knows what to do. A leader of people knows how to get it done.”
― Ram Charan, What the CEO Wants You to Know: How Your Company Really Works

“Passage Five: From Business Manager to Group Manager This is another leadership passage that at first glance doesn’t seem overly arduous. The assumption is that if you can run one business successfully, you can do the same with two or more businesses. The flaw in this reasoning begins with what is valued at each leadership level. A business manager values the success of his own business. A group manager values the success of other people’s businesses. This is a critical distinction because some people only derive satisfaction when they’re the ones receiving the lion’s share of the credit. As you might imagine, a group manager who doesn’t value the success of others will fail to inspire and support the performance of the business managers who report to him. Or his actions might be dictated by his frustration; he’s convinced he could operate the various businesses better than any of his managers and wishes he could be doing so. In either instance, the leadership pipeline becomes clogged with business managers who aren’t operating at peak capacity because they’re not being properly supported or their authority is being usurped. This level also requires a critical shift in four skill sets. First, group managers must become proficient at evaluating strategy for capital allocation and deployment purposes. This is a sophisticated business skill that involves learning to ask the right questions, analyze the right data, and apply the right corporate perspective to understand which strategy has the greatest probability of success and therefore should be funded. The second skill cluster involves development of business managers. As part of this development, group managers need to know which of the function managers are ready to become business managers. Coaching new business managers is also an important role for this level. The third skill set has to do with portfolio strategy. This is quite different from business strategy and demands a perceptual shift. This is the first time managers have to ask these questions: Do I have the right collection of businesses? What businesses should be added, subtracted, or changed to position us properly and ensure current and future earnings? Fourth, group managers must become astute about assessing whether they have the right core capabilities. This means avoiding wishful thinking and instead taking a hard, objective look at their range of resources and making a judgment based on analysis and experience. Leadership becomes more holistic at this level. People may master the required skills, but they won’t perform at full leadership capacity if they don’t begin to see themselves as broad-gauged executives. By broad-gauged, we mean that managers need to factor in the complexities of running multiple businesses, thinking in terms of community, industry, government,”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“government, and ceremonial activities. They must also prepare themselves for the bigger decisions, greater risks and uncertainties, and longer time spans that are inherent to this leadership level. They must always be cognizant of what Wall Street wants them to achieve in terms of the financial scorecard. Group managers can’t take a specialist mentality into a realm that mandates holistic thinking. They need to evolve their perspective to the point that they see issues in the broadest possible terms. We should also point out that some smaller companies don’t have a group manager passage. In these companies, CEOs usually undertake a group manager’s responsibilities.”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“These factors point to one of the fundamentals of leadership: the greater the scope of a decision and the more variables and uncertainties there are, the more important it is for the leader to be aware of unconscious drives and biases that could affect emotions, reason, and intuition.”
― Ram Charan, The Talent Masters: Why Smart Leaders Put People Before Numbers

“Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“is the advancement of the mathematical tools called algorithms and their related sophisticated software. Never before has so much mental power been computerized and made available to so many—power to deconstruct and predict patterns and changes”
― Ram Charan, The Attacker's Advantage: Turning Uncertainty into Breakthrough Opportunities

“When we asked Woolard about the most important lessons from his Apple experience, he reported that a board leader has to have regular access to the chief financial officer, deeply understand the company strategy and execution—and pick and partner with the right CEO.”
― Ram Charan, Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way

“Many business heads also feel that they’re “going it alone”—they’re receiving much less guidance from their boss than they did when they were functional managers.”
― Ram Charan, The Leadership Pipeline: How to Build the Leadership Powered Company

“Over the years I’ve asked many of them what was the greatest mistake they ever made in the area of people. The most common answer? “Waiting too long” to remove a direct report who was not matched to the job.”
― Ram Charan, What the CEO Wants You to Know: Using Your Business Acumen to Understand How Your Company Really Works

“{{+52➤800➤953➤4768}} turkish airlines en mexico telefono

El número de vuelo de Turkish Airlines está formado por el código de dos letras "TK" seguido de un número [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.] de hasta cuatro dígitos (por ejemplo, TK224), y se encuentra en tu billete electrónico, correo electrónico de confirmación, tarjeta de embarque, o en tu perfil de reserva si has iniciado sesión en la web o app de la aerolínea [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.].

Este número [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.] funciona las 24 horas, los 7 días de la semana, ofreciendo el mismo nivel de soporte para consultas y gestiones. Tanto el [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.] son los contactos oficiales de Turkish Airlines que garantizan atención directa y eficiente para todos sus pasajeros.

Tanto el [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.] son los contactos oficiales de Turkish Airlines que garantizan atención directa y eficiente para todos sus pasajeros.

Para ponerte en contacto con Turkish Airlines existen varias opciones rápidas y seguras. Una de las más directas es llamar por teléfono. Puedes marcar [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.] y [+52] [800] [953] [4768] (MEX) / [+1] [855] [268] [4044] [EE. UU.].”
― Ram Charan

“Execution is what gives you an edge in detecting new realities in the external environment as well as risks that are being introduced, perhaps inadvertantly, to your own operations.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“Builders are people who are curious, explorers. They like to invent. Even when they’re experts, they are ‘fresh’ with a beginner’s mind. They see the way we do things as just the way we do things now. A builder’s mentality helps us approach big, hard-to-solve opportunities with a humble conviction that success can come through iteration: invent, launch, reinvent, relaunch, start over, rinse, repeat, again and again. They know the path to success is anything but straight.”(Our emphasis).”
― Ram Charan, The Amazon Management System: The Ultimate Digital Business Engine That Creates Extraordinary Value for Both Customers and Shareholders

“It takes a deep personal commitment to devote the time and energy to ensure that you have the very best person in each of the jobs you oversee. You may want help from HR or recruiting firms, but this is your personal responsibility. The better you are at it, the more you expand your own capacity and capability.”
― Ram Charan, The High-Potential Leader: How to Grow Fast, Take on New Responsibilities, and Make an Impact

“Think of the G3 as the central brain trust of a talent-first organization. (You might want to keep the general counsel or chief risk officer close on big decisions if that suits your business, but it’s the ongoing CEO-CFO-CHRO linkage that’s crucial.) Effectively deployed, the G3 is the mechanism that will create the future of your organization. It can be the multiplier of your capacity, time, and capability, as illustrated in the following example.”
― Ram Charan, Talent Wins: The New Playbook for Putting People First

“the company that executes well will have the confidence, speed, and resources to move fast as new opportunities emerge. It will also have credibility as a partner, supplier, and investment of choice, compounding its advantage as it positions itself for growth.”
― Ram Charan, Execution: The Discipline of Getting Things Done

“Only one competency lasts. It is the ability to create a steady, self-renewing stream of leaders. Money is just a commodity. Talent supplies the edge.”
― Ram Charan, The Talent Masters: Why Smart Leaders Put People Before Numbers

“it could sell worldwide. Success stories like the Ohio pilot project not only broke down the barriers between the departments at Avery Dennison, they also showed the rest of the company that it was possible to gain growth almost immediately. The wins were celebrated and held up as company-wide”
― Ram Charan, Profitable Growth Is Everyone's Business: 10 Tools You Can Use Monday Morning