UdyamGita

An entrepreneur should create a clear hierarchy, along with well defined roles and responsibilities in the organization. The people hired for these roles should be chosen based on their qualities, not only their qualifications. For example, someone who has completed a Bachelor of Engineering may be good at marketing and sales. Someone with an MBA in HR may be better suited for day to day administration. Someone trained in accounting may be good at product engineering. So based on the skills they demonstrate and their interests, people should be hired for roles that suit them.

Qualifications can often be misleading. It may happen that someone is hired based on qualifications and the interview process, but over time, if the entrepreneur senses that the person’s qualities can be utilized better elsewhere, he should enable that shift through training, open discussions, and clear goals. In fact, this culture should be developed across the organization so that people can align themselves with what they enjoy or where they can contribute more effectively.

Krishna explains that social and functional structures are not based on birth or labels, but on qualities (guna) and actions (karma). The system exists to ensure harmony and effectiveness, not hierarchy for its own sake. While Krishna establishes the structure, He remains unattached to its day-to-day execution.

The message is subtle but powerful: roles exist to serve function, not ego.

Business Insight

Organizations thrive when roles, hierarchies, and responsibilities are clearly defined—and aligned to individual strengths.

Hiring based purely on degrees and certifications is risky. Qualifications can mislead, while qualities reveal true capability.

For example:

• An engineering graduate may excel in sales or marketing
• An MBA in HR may be exceptional at operations or administration
• Someone trained in accounting may show natural aptitude for product or system thinking

What matters is not what someone studied, but how they think, act, and contribute.

Leadership Lesson

A mature entrepreneur treats organizational design as a living system, not a fixed chart.

If over time it becomes evident that someone’s strengths are better suited elsewhere, the leader should:

• Initiate open conversations
• Provide training and exposure
• Redefine roles with clarity and intent

More importantly, this flexibility should become part of the culture—encouraging people to gravitate toward roles where they can create maximum value and fulfillment.

Just as Krishna creates the structure but remains unattached, leaders must design systems wisely and then let people operate within them—with trust and clarity.

Key Takeaways

• Roles should be based on qualities and actions, not titles or degrees.
• Clear hierarchy enables efficiency, not rigidity.
• Qualifications can mislead; observed strengths rarely do.
• Reassign roles when strengths evolve or emerge.
• Build a culture that aligns people with where they contribute best.