Mahabharata

Sayan Nandy
PGDIM15
148
 “Sheelam pradhanam purushe,” says the Mahabharata,
meaning character, or integrity, is the most important thing in
man. Vyasa’s Mahabharata, that amazing book that is five
thousand years old in its original version, never ceases to astound
us with its insights into life and into human nature. After an
exposure to contemporary western ideas of management, where
leadership per se forms the largest area of study, when one turns
to this timeless Indian epic, we suddenly realize that what the
book says about itself is as true about management wisdom as
about everything else: yad ihasti tad anyatra, yannehasti na
kutrachit – what is here could be found elsewhere, but what isn’t
here will be found nowhere else.
 The Mahabharata recounts a feud between cousins that ended in
a war in Kurukshetra, now a barren field in the state of Haryana
of modern India. This great epic was written by Rishi Veda Vyasa,
and is considered as the world’s longest poem. The earliest of the
100,000 verses could have been orally composed around 3140
BC, while written documentations are dated between 300 BC and
200 AD.

Introduction
Mahabharata and Management
Our entire world is basically not real. It seems real to those who live in
ignorance. Endless chains of cause and effect (karma) bind individuals
to a cosmic process (samsara). Redemption (moksha) is only
through wisdom: dissolving the ego so that the enlightened can
freely and knowingly engage in chance and choice with perfect bliss.
Although the world is not fulfilling a prearranged plan mechanically, such
engagement would however involve human effort that the Hindus divide
into four categories: Brahmanas (Intellectuals), Kshatriyas
(Warriors), Vaisyas (Trade & Finance) and Sudras (Service). Each
category is unique. Yet, the quality of individual action lies not in
performance, but in the motive or desire that prompts it. Actually, wisdom
is always present, yet it takes the purity of intentions to reveal it. Unlike
knowledge that can be acquired by learning, wisdom is born out of insight.
 So, every individual manager and company would have an
inherent APTITUDE: Brahamanas are those in research and
development, think tanks and corporate planning. The
Kshatriyas are those in marketing, sales, investor relations,
benchmarking and obviously those in physical security and
espionage. The Vaisyas are naturally in finance, logistics and
trade-related operations. Reinforcing all are the Sudras who are
service providers ranging from receptionist (call centers), toilet
cleaner (contractors) to CEO or bureaucrat and politician, i.e.
anyone with intangible contributions to a business value chain.
The ATTITUDE in business is reinforced by discipline,
detachment and devotion.
 Therefore, as illustrated in picture shown before, the various
categories of human effort denote CAPABILITY. The rituals,
dogmas and habits are gateways to CONNECTIONS, especially
to competitors and supporters. Individual management of the
gunas is the most important CAPITAL, and the orifice in
COMMUNICATION is the humble acceptance of the Krishna-
Atman guidance. COMMITMENT is through discipline,
detachment and devotion. Hence, the 5Cs of modern day
organization are contained in the Mahabharata.
Applications of Mahabharata to Business
 Characteristics Application to business
The Manager The Company
Self-Doubt Paralysis of analysis. A decision needs to be made.

Selfless Action Lifelong learning Corporate social responsibility

Sanctification of Work Win-win options Co-opetition (cooperate while

competing)

Supreme Truth Reality checks Strengths, Weaknesses,

Opportunities and Threats (SWOT)
analysis

Unity with the Supreme Unity of life Esprit de crops

Devotion Purity of intentions, be prudent by “Stick to the Knitting”, be honest

accepting truth with tact

Alignment Guidance is always available, therefore Remain relevant to market

“ask”. Be humble demand. Change is constant, speed is
king.
Universal Form Dare to dream - vision of an Who is the customer?
entrepreneur. Otherwise create one

The Supreme Self Reputation goes before a manager and Branding and brand value
lingers on after his death

Belief in Others Team Work Collaborations, acquisitions and mergers

 In mundane business, there are basically four types of managers
that are not mutually exclusive. The first group believes in “doing
things right” and resist change (conservatives) like Dhritarastra.
The second relishes change and believes in “doing the right
things” (entrepreneurs) like Bhisma. The third group represents
change and also gets others to do things that are perceived to be
right (leaders) like Krishna. Lastly are those who complicate the
issues about being “right” (politicians) like Shakuni.

Types of Managers
 “dharmah satyam tatha vrttam balam chaiva tathapyaham
sheelabhoota mahaprajna sada nastyatra samshayah.” -
Mahabharata 12.124.62

Integrity
 The story of Indra stealing Prahlada’s integrity is symbolic. Indra in Indian culture
is a common symbol for the mind: by definition, indriyanam raja indrah – Indra is
the name for the lord of the senses, that is, the mind. The mind is a tempter and
when we are tempted by it, we lose our integrity. When temptation enters our
hearts, the mightiest among us get corrupted, unless we are masters of ourselves.
That is the reason why the Mahabharata repeatedly reminds us: atma jeyah sada
rajna – a king, a leader of men, should always have mastery over himself.

In the organizational context, the integrity of the leader is of supreme importance.

While a leader definitely has power arising from his position, his true power base is
referent power: power that comes from the respect he commands from his
followers by virtue of his integrity, from their admiring him, identifying with him
and looking up to him, from their trust in him. Where the followers do not see
integrity in the leader, no respect is possible for him and consequently he will have
no referent power over them. Integrity builds trust, builds reputation and is a
powerful influence on all around the leader. Without integrity, the leader loses the
power to command.

Integrity
The Management Grid – A Holistic Approach