growth of their organisation

Check-points for a stable organisation

"Before we all begin to take the big leaps, we have to make sure that our grounding is strong and that we are stable." - Radhakrishnan Pillai

Everyone aims for the growth of their organisation: Getting more projects and sales orders, increasing turnovers, and employing more people are always the top priorities of business heads.

But, before we all begin to take the big leaps, we have to make sure that our grounding is strong and that we are stable.

Chanakya says, “The policy, following which he were to see neither the advancement nor the decline of his own undertakings, constitutes stable condition” (7.1.28)

What has been achieved should not be lost. Even organisations are now realising that, as they march ahead, their support system should also be in place to conquer bigger markets. Just like it’s important to keep your house in good shape before you invite guests or alliances.

Financial stability

For financial stability, ensure that the cash flow into the organisation is regular and long term. All outstandings should be reduced. Collections from customers should be on time. And a good banking and accounting system should be in place. Monitor your finance reports regularly to keep an eye on these.

Employee stability

A company may be getting more orders, but what’s the use if existing employees are shifting jobs? Stability of the employees has to be ensured. It’s a major challenge to all HR heads that, before they recruit new people, their existing ones should not leave. It’s a case of ensuring that the bucket you are filling with water has on hole in the bottom.

Learning stability

It’s a world of knowledge workers now. It’s important to maintain a steady search for knowledge. Continuous innovation and upgrading to the latest changes is the secret of success of all great companies. The decline starts when one thinks he knows it all. Learn from others and your own experiences.

Vision stability

To fulfill the above requirements, a stable vision is very important. Before anyone starts an organisation, it’s important to have a clear vision and a mission. If the company’s sole motive is only to earn profits, the future is going to be dark. It is also important to impart the vision of the leader to every single employee to inspire them to work. Only when the ‘inspiration’ is maintained will the organisation grow.

You have to always remember to think long-term instead of short-term. Our Indian scriptures use two words to indicate this. Shreyas—the path of the good, which is initially difficult but a winner at the end. Preyas—the path of the wrong, which initially seems comforting but ruins us in the future. So just take a deep breath, choose the right path, and keep walking.

Dr Radhakrishnan Pillai is an Indian management thinker, author, and Founder of Atma Darshan and Chanakya Aanvikshiki. Dr Pillai has extensively researched Kautilya’s Arthashastra, the 3rd century BC treatise and incorporated it into modern management.




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