UdyamGita

The organization is like Prakriti, and the entrepreneur is the Purush. It is the organization and its people who work towards achieving the goal. The role of the entrepreneur is not to do those actions himself, but to act as an enabler who provides the energy, motivation, and resources needed to work. The entrepreneur should know that the organization will go through different phases, startup, mid segment, and big organization. Different verticals adopt different prominent gunas to function at their best, as one guna will not fit all verticals. These combinations of gunas play a major role in defining the culture of the organization as well.

These verticals work purely as per the goals given. It is the entrepreneur’s duty to keep an eye on how they are performing, what the real time implications on the business are, and whether these actions will leave any long term impact on people and processes, thereby impacting the business. He should be the one who absorbs the outcomes of the actions taken by these verticals. Without passing on the impact of the results, the entrepreneur should tweak the organizational structure, behavior, or mode of work. He is the one who has complete knowledge of how each vertical’s deliverables are interlinked and their real impact on the business. Hence, there is no point in verticals performing well or poorly at an individual level unless there is coordination among them to create impactful results. Achieving that alignment is the role of the entrepreneur.

If an entrepreneur becomes extremely attached to the organization, its structure, and its people, he may start recognizing himself as the organization. He may believe that running the organization itself is the real work and that his status is directly mapped to the size and composition of the organization and its people. This illusion can be the real reason behind the success or failure of the business.

Krishna explains the dynamic relationship between Prakṛiti (material nature) and Puruṣh (the conscious self). Both are beginningless.

• Prakṛiti drives creation, action, processes, and outcomes through the three guṇas.
• Puruṣh experiences the results—pleasure and pain—through association and attachment.

Bondage or elevation arises not from action itself, but from attachment to the guṇas operating within action.

Business Insight

An organization functions like Prakṛiti—a system of people, processes, structures, and energies constantly producing results.

The entrepreneur is the Puruṣh—the conscious enabler, not the doer.

• The organization and its teams execute actions.
• The entrepreneur provides energy: vision, motivation, resources, direction.
• Different growth phases—startup, scaling, mature enterprise—require different dominant guṇas.
• Even within the same company, different verticals operate best under different modes.

Culture emerges from how these guṇas interact across functions—not from one-size-fits-all leadership.

Leadership Lesson

Krishna’s insight places a clear responsibility on the entrepreneur:

• Observe how work is being done, not just whether targets are met.
• Assess long-term impact on people, processes, and culture.
• Absorb outcomes without emotionally transferring blame or pressure downward.
• Continuously tweak structure, behavior, and operating modes based on systemic impact.

Verticals succeeding or failing in isolation is meaningless unless their outputs are coordinated to create enterprise-level impact.

Alignment—not individual brilliance—is the entrepreneur’s real work.

Key Takeaways

• Organizations act; entrepreneurs enable.
• Different phases and verticals require different dominant guṇas.
• Culture is shaped by how guṇas interact across teams, not by intent alone.
• Entrepreneurs must oversee systemic impact, not just functional performance.
• Over-attachment to the organization creates identity illusion—and becomes a hidden risk.