Changes

'''Corporate 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 rivalry forces ('''Shamashastry 7/614''') and their ability to ruin kingdoms has been elaborately dealt in portions of the dossier.

'''Corporate 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 rivalry forces ('''Shamashastry 7/614''') and their ability to ruin kingdoms has been elaborately dealt in portions of the dossier.

'''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 within the body and mind of the individual '''(SS pp 89/108)''' so that he /she is well prepared to take up the  associated challenges

'''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..