UdyamGita

The idea of running a successful business is not new. So never give too much importance to yourself by thinking that you are holding the whole world on your shoulders. Many businesses have existed in the past, many are running today, and many will run in the future. They come in all sizes, shapes, intents, and scopes. Giving excessive self importance, or taking undue stress and worry about the future of the organization, is pointless.

Holding on tightly to the current state of your organization, its structure, people, plans, and processes is foolish, because businesses are bound to undergo change. People change, plans change, approaches change, structures change, customers change, partners change, and everything goes through transformation, just like the human body. As long as the vision of the organization is not impacted, allow these changes to happen. This is the only way an organization can grow.

If someone tries to hold everything rigidly without allowing any change, it is a recipe for disaster. When you hold things together without attachment but with clear intent, they align naturally for better functioning and create more value. But if you are a control freak who does not expect change in any form, or if you invest too much bandwidth in making change adoption perfect, it creates unnecessary overhead within the organization. As a result, changes become rare and eventually lead to catastrophic failure.

Krishna now shifts Arjuna’s gaze—from the battlefield to timeless reality.

He begins by dissolving Arjuna’s sense of uniqueness and finality. Neither Krishna, nor Arjuna, nor the kings assembled were ever absent—and none will ever cease to be. What appears dramatic and irreversible is, in truth, part of a continuous flow.

Then Krishna uses an everyday analogy: childhood, youth, and old age. The body changes, yet the experiencer remains. Death, he says, is just another transition. The wise are not shaken by this inevitability.

This is not spiritual poetry—it is cognitive reframing at the deepest level.

Business Insight

You are not carrying the world on your shoulders.

The idea of building a successful business is not new—and it will not end with you. Organizations existed before you, exist alongside you, and will exist after you. Excessive self-importance creates unnecessary stress; excessive anxiety about the future creates poor decisions.

Businesses, like bodies, are designed to change:

• People will change
• Plans will evolve
• Structures will be rewritten
• Customers and partners will rotate

Clinging to the current state—thinking “this is how it must remain”—is not loyalty; it is fragility. Change is not a threat to business; resistance to change is.

As long as the vision remains intact, let the forms evolve.

Leadership Lesson

Krishna introduces a powerful leadership principle: detached stewardship.

Holding things together with intent but without attachment allows natural alignment and better functioning. Leaders who enable change without panic create adaptive organizations.

On the other hand, control-driven leadership—where every transition must be perfect, predictable, and personally approved—creates:

• Decision bottlenecks
• Cultural fear
• Slow adaptation
• Hidden resistance

Over-investing emotional and mental bandwidth into managing every change doesn’t prevent failure—it accelerates it.

Wise leaders accept impermanence and design systems that evolve.

Key Takeaways

• You are part of a continuum, not the center of it
• Businesses are meant to evolve, not freeze
• Clinging to current structures weakens resilience
• Vision should be stable; forms can change
• Detached stewardship enables growth
• Control obsession creates hidden fragility