Quotes from Ram Charan

When I decided to work with Krishna Vamsi, people around me were apprehensive about my decision. They warned me that I shouldn't work with an unsuccessful director.

Since I played a warrior in 'Magadheera,' my character sported shoulder-length hair and a thick beard.

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.

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.

Execution requires a comprehensive understanding of a business, its people, and its environment.

Organizations don't execute unless the right people, individually and collectively, focus on the right details at the right time.

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.

Maturity is a result of learning from success and from mistakes—in other words, learning from experience.

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.

Execution is a systematic process of rigorously discussing hows and whats, questioning, tenaciously following through, and ensuring accountability.

plan scattered

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?

Uma organização ruim sempre derrotará uma boa pessoa.

Execution not only ensures efficient use of resources in a credit and cash-starved world, but also provides the feedback loop needed for the business to adjust to changes—big or small—in the external world.

A leader of the business knows what to do. A leader of people knows how to get it done.

Execution, when first published in 2002, was based on our observation that the discipline of getting things done was what differentiated companies that succeeded from those that just muddled through or failed.

Growth will be slower. The vast consumer market that is America may no longer be the principal global economic driver it has been, and countries intent on creating jobs for their people will be much slower to import our goods.

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.

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.

everyone will be fighting harder and smarter to win market share. Each company will be searching for a new advantage, in the form of products, technologies, management, locations, prices, among many other variables.

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

The heart of execution lies in the three core processes: the people process, the strategy process, and the operations process.

There will be a new regulatory environment and each government will carry it out in different ways, some as partners to business, others as adversaries.

But inflation or deflation can be forecast to some extent. The real risks are those that lie hidden beneath the veneer of "business as usual.