Changes

The central force of a political architecture is its legal system and the king is a protector and preserver of the law but most definitely not its creator which means his power  is sanctioned and  limited by law.  Be the powers vested, the actions of CEOs of companies are governed by the Companies Act , Income Tax Act, SEBI Regulations, and the likes of these. When no confidence motions (equivalent to dethroning a king) are passed against CEOs in the U.S, his kingship is challenged, by the  board of directors, for non-performance.  These consists of forces that affect the company, customers and profitability much against how it was envisioned. This establishes the temporal sovereignty of the CEO  where the V''arjasva Takat''  (Ultimate power) of the power owner is called into question resulting in dethroning the leader. Recent real-life corporate citations are available to corroborate this. This proves the temporal sovereign status of the corporate leader.  

The central force of a political architecture is its legal system and the king is a protector and preserver of the law but most definitely not its creator which means his power  is sanctioned and  limited by law.  Be the powers vested, the actions of CEOs of companies are governed by the Companies Act , Income Tax Act, SEBI Regulations, and the likes of these. When no confidence motions (equivalent to dethroning a king) are passed against CEOs in the U.S, his kingship is challenged, by the  board of directors, for non-performance.  These consists of forces that affect the company, customers and profitability much against how it was envisioned. This establishes the temporal sovereignty of the CEO  where the V''arjasva Takat''  (Ultimate power) of the power owner is called into question resulting in dethroning the leader. Recent real-life corporate citations are available to corroborate this. This proves the temporal sovereign status of the corporate leader.  

'''Corporate Competition, Competitive Forces and Rivalry''' While Arthashastra can be considered a bible describing the methodology of supreme governance in a political architecture, such tenets can be applied to corporate governance too. Michael .E. Porter has suggested competition from rival firms to be the biggest force attacking business as much as rival forces have the  ability to ruin kingdoms cited in portions of the Arthashastra dossier.('''Shamashastry 7/614'''). In 1979 a professor from Harvard, Michael E. Porter was the first to study Organizational Economics in the context of competition and published his maiden framework ' Porter's Five Forces of Competition' in Harvard Business Review. According to Porter these 5 forces affect the competition within an industry which makes it either attractive or unattractive in terms of  its profitability. The bargaining power of buyers,  

'''Corporate Competition, Competitive Forces and Rivalry''' While Arthashastra can be considered a bible describing the methodology of supreme governance in a political architecture, such tenets can be applied to corporate governance too. Michael .E. Porter has suggested competition from rival firms to be the biggest force attacking business as much as rival forces have the  ability to ruin kingdoms cited in portions of the Arthashastra dossier.('''Shamashastry 7/614'''). In 1979 a professor from Harvard, Michael E. Porter was the first to study Organizational Economics in the context of competition and published his maiden framework ' Porter's Five Forces of Competition' in Harvard Business Review. According to Porter these 5 forces affect the competition within an industry which makes it either attractive or unattractive (vulnerability) in terms of  its profitability. The bargaining power of buyers, bargaining power of suppliers, the threat of new entrants and the threat of substitutes are 4 environmental factors that effect competitive rivalry in business. Hence industry attractiveness according to Porter is a function of competing rivalry among firms and profitability.   

'''Creating a B-Line Leader/ Corporate Succession Plan /Successor''' Most corporate houses lack a sound legacy in leadership though the forefathers may have given birth to a legacy. The newer generation and their thought process do not sync with the value systems and organization culture resulting in conflicting views while decision making on matters relating to policy creation, execution, employee-employer relationship, administrative inefficiency and ultimately financial losses. The new blood introduced in the corporate vein  obviously lacks expertise, competence and wisdom to learn and earn on whatever has been created, protected and preserved thus far. To enable successive generations to carry out the responsibilities of running a business empire with the same grit, ingenuity, and crafty intelligence demands i. Identifying such a capable body and mind ii. Constant  training of such a body and  mind, iii  Finally creating emotional and psychological immunity to business and personal adversaries so that the mind and body  of the individual '''(SS pp 89/108)'''  is well prepared to take up the  associated challenges during one's corporate engagements.

'''Creating a B-Line Leader/ Corporate Succession Plan /Successor''' Most corporate houses lack a sound legacy in leadership though the forefathers may have given birth to a legacy. The newer generation and their thought process do not sync with the value systems and organization culture resulting in conflicting views while decision making on matters relating to policy creation, execution, employee-employer relationship, administrative inefficiency and ultimately financial losses. The new blood introduced in the corporate vein  obviously lacks expertise, competence and wisdom to learn and earn on whatever has been created, protected and preserved thus far. To enable successive generations to carry out the responsibilities of running a business empire with the same grit, ingenuity, and crafty intelligence demands i. Identifying such a capable body and mind ii. Constant  training of such a body and  mind, iii  Finally creating emotional and psychological immunity to business and personal adversaries so that the mind and body  of the individual '''(SS pp 89/108)'''  is well prepared to take up the  associated challenges during one's corporate engagements.