The Gita Blueprint for Leading and Winning in Business
Arjuna said: O Lord! In Your divine form I can see all deities, and
different types of creatures. I can also see the four faced deity Lord
Brahma, and Lord Rudra sitting on his lap. I can see all the great sages and
divine serpents.
The first step is to see who will play which role from the existing team. Who will focus on addressing the new market, create new teams, and start new operations. Who will take up running the operations, who will keep an eye on non performing or unwanted tasks, processes, resources, and market segments and get them removed, and who will keep an eye on resource creation, consumption, and maintenance.
As Arjuna’s vision sharpens, he begins to recognize structure within the cosmic vastness. He does not merely see magnificence; he sees roles. Gods, sages, creators, destroyers, sustainers—each occupying a distinct place and function within the Divine body. The cosmic form is not chaos; it is a well-orchestrated system where every force has a purpose.
This verse marks a crucial shift—from awe to organizational clarity.
Once the excitement of scaling settles, the entrepreneur must confront the most practical question:
Who does what?
Scaling is not achieved by vision alone—it is achieved by role clarity. The founder must map the existing team against future needs:
Without this clarity, growth becomes fragile. With it, scale becomes sustainable.
Great leaders think in systems, not individuals.
Like the cosmic form where creation, preservation, and dissolution coexist, a scaling organization must assign ownership for:
The leader’s role is not to do everything—but to design the structure where everything gets done. This requires honest assessment of people’s strengths, limitations, and readiness for bigger roles. Sentimentality at this stage can be costly; objectivity becomes essential.
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