Corporate Chanakya

Corporate Chanakya

Successful Management

The

Chanakya Way

Radhakrishan Pillai

Jaico Rs.275 Pp:317

‘India’ has always fascinated the ‘western mind’. Fabulous tales of wealth, of a large powerful kingdom that went back hundreds of years, of mysteries fed on unrecorded history and romantic tales brought in by travellers, and spiritualism. From Aryans to Moghuls and European colonists, the old elephant has silently drawn them all – who, awed by its enormity, and variety, and its deep inscrutable memory, have trundled blindly on… 

So, books with an eastern flavour were grabbed hungrily with the hope of connecting the powerful trunk with the tiny tail and all-in-between, gaining international recognition, even by the likes of Jumpa Lahiri. There is thus a tendency among writers to showcase the mysterious, and present it to the hungry western search for ‘something different’.

Radhakrishna Pillai provides new fodder. Driven by his dedication to the Chinmaya Mission, he seeks to present Chanakya as an expert on modern management. And, (no surprise) he starts off with the proverbial search for inspiration within (‘something vital was missing…’) when he claims to have stumbled on Arthshastra. He also heard a voice while on a pilgrimage, telling him to live the Arthshastra, not just study it. So, from a professed search ‘within’ (which should mean ‘within ourselves’ except to those who have the privilege of voices) Pillai searches within the deep reaches of sub-continental wisdom. And of course, he could not understand anything. So he went to, right, an Ashram. Guru-shishya parampara, no less. One unnamed mentor adds to the mystery: As you grow and experience life, you will understand the book better. What happened at the ashram is not disclosed (privileged communication?), but that period ‘changed his life forever’.

The ‘Acknowledgements’ reveal that the author met Gurudev Swami Chinmayananda ‘when I was a child’. Later, Swami Tejomayananda ‘continues to support’ him. With that life-long association with the Mission one wonders over the ‘stumbling’ and the extent of unguided confusion. It of course helps to thicken the eastern veil.

This review does not even dare to challenge the genius of Chanakya. His thoughts on good governance, strategy and international relationships are legendary. What jars is the unwarranted obfuscation of his work. Distortion of history by the uneducated, for whatever reason, is understandable; the ‘educated’ indulging in such activities raises basic fears …

·        ‘Chanakya was credited with masterminding the defeat of Alexander in India.’ There is no record of an Alexander-Chandragupta Maurya battle. The reasons for Alexander’s return after the victory over Porus (Puru) are well-documented and do not need reiteration here.

·        ‘India was split into various kingdoms during the time of Chanakya. He brought them altogether under one central governance, thus creating a nation called ‘Aryavartha’ which later became India.’ This does not even merit a comment. 

Further, the author’s attempts at correlating various verses from Arthashastra to modern management are gems of unintended hilarity. The parentheses for Pillai indicate Part–Chapter–Subheading of the book; Pillai has attempted to relate the quotes from Arthashastra to the subheadings.  

Chanakya (7.15.9) says: In the absence of help-mates, he should find shelter in a fort where the enemy, even with a large army, would not cut off his food, etc.

Pillaispeak (Leadership – Competition – Safe Retreat): ‘the business leader should find a ‘fort’ in his counterparts…’ a sure-fire method, rest assured, in a gherao situation!

Chanakya (4.1.1) says: Three magistrates, all of them of rank of ministers, shall carry out suppression of criminals.

Pillaispeak (Leadership – Competition – Tackling Terrorism): ‘A strong stand against terrorism is the need of the hour.’ Bravo! Corporate (this is about business management, after all) victims of 26/11, kindly note.

Chanakya (1.13.16-17) says [The Leader/King] should favour those contented, with additional wealth and honour. He should propitiate with gifts and conciliation those, who are discontented, in order to make them contented.

Pillaispeak (Management – Employees – Stopping Attrition): ‘Create your own culture: break all the rules …let your organisation be the one where everyone feels proud to work.’ Who says Management is without its contradictions?

Chanakya (1.8.22) [the leader] should make new men well versed in the knowledge of his ministers.

Pillaispeak (Training – Organisation – Lost Your Job?): ‘Be ready for a change.’ Way to go!

Chanakya (2.4.32) [The leader] should not allow in the city ‘outsiders’ who cause harm to the country. He shall cast them out in the countryside or make them pay all the taxes.

Pillaispeak (Training – Organisation – Migration: To Accept Job Seekers?): ‘People who migrate not only come with suitcases but also bring along their culture, habits, and mind-sets. Therefore, be ready to adapt.’ Local political parties, please note!

Chanakya, Kautilya, Vishnugupta, Kingmaker, lawmaker, strategist, tactician, philosopher, the Indian Machiavelli, with strong views on economics, leadership, management of palaces/princes, and of course, politics… could certainly do with competent handling.