UdyamGita

Now, as an entrepreneur, he should know all the departments, their heads, the structure, their output, how they are interlinked, what the dependencies on each other are, and how they support each other. Every detail of this interlinking should be known to the entrepreneur. If one department is the Kshetra for a department head, the complete organization is the Kshetra for the entrepreneur.

Krishna takes the idea further. He declares that He is not just the knower of one field, but the knower of all fields. True knowledge, He says, lies in understanding both—the field (kṣhetra) and the knower (kṣhetrajña)—their nature, origin, transformations, interdependencies, and governing power.

Wisdom is not fragmented awareness; it is holistic comprehension.

Business Insight

For an entrepreneur, this verse draws a clear line between functional leadership and founder-level consciousness.

• Each department head is a Kṣhetrajña of their respective Kṣhetra—marketing, sales, technology, operations.
• But for the entrepreneur, the entire organization is the Kṣhetra.

A founder must understand:

• What each department does and produces
• How departments are interlinked and dependent on one another
• Where handoffs fail and where synergies are created
• How change in one function ripples across the enterprise

Without this panoramic view, founders get trapped in silos—over-trusting dashboards or over-interfering in execution.

Leadership Lesson

Krishna’s assertion—“I am the knower in all fields”—is a call for integrative leadership.

A founder does not need to outperform specialists, but must:

• See across boundaries
• Sense imbalances early
• Understand cause-and-effect across functions
• Design coherence instead of firefighting symptoms

Delegation without understanding leads to blind spots. Control without trust leads to bottlenecks. The leader’s role is to hold the whole, even while others run the parts.

Key Takeaways

• Department heads own their Kṣhetras; founders must know the entire organization as one Kṣhetra.
• True leadership requires understanding interlinkages, not just individual performance.
• Founders must see how change in one function impacts the whole system.
• Holistic awareness enables better decisions than deep involvement in isolated tasks.
• Great entrepreneurs operate at the level of integration, not execution alone.