(Part 1 appeared in the February 2026 issue)
By Subbarayan Srinivasan, PGP 1970
Managing Challenges:
In “Porutpaal” under “Arasiyal” (Administration), Thiruvalluvar envisages the challenges before kings, offering lessons relevant to government and business administration today.
A crisis can arise in business, industry, public governance, or even family life. While the scale varies, the principles of sound decision-making remain similar. Thiruvalluvar advises careful deliberation before action, considering possible losses, consequences, and expected gains.
“Azhivadooum Aavadooum Aahi vazhipayakkum
Uoodiyamum Soozhndu seyal” (Kural: 461)
Take into consideration the output and the wastage and the profit that an undertaking will yield: And then put thy hand to it.
The lesson is to weigh the initial investment, possible losses, and expected returns before proceeding.
Here is an interesting comparison to modern-day business economics. When my friend was working for the state of Wisconsin in the USA, a proposal for building a nuclear plant came up to his group for analysis. The economic analysis (NPV) included all initial costs of construction and future revenue from the project. However, they did not include the decommissioning costs for the nuclear plant. When they pointed this out in a hearing, the project was cancelled as the overall cost was not viable. So, according to Valluvar, proper deliberation means not ignoring some costs that may arise even after successful completion, as in this case of the nuclear plant. At present, this concept is termed as Life Cycle Costing, where the costs are considered over the entire life of the Project.
“Aakkam karudhi mudal ezhakkum seyvinai
Ookkar arivudayar” (Kural 463)
Kural 463 cautions against risking one’s capital for ventures that promise unrealistic returns. This remains relevant when investors are lured by schemes promising unusually high interest. Recently, over 6,000 depositors in Chennai, including senior citizens and persons with disabilities, reportedly lost their funds in a 150-year-old Nidhi company after being promised above-market interest rates.
“Seythakka alla seyakkedum; seythakka
Seyyamai yaanum kedum”
(Kural 466)
Actions that ought not to be done, but if you do them, you will be ruined, and actions that ought to be done and if you do not do them, you will be ruined also.
This Kural highlights the risks of both harmful actions and the neglect of necessary ones. Continuing to smoke or drink excessively can damage health, while failing to exercise or undergo regular health check-ups can also have adverse consequences. The broader lesson is to distinguish what must be avoided from what must be done—and deliberate carefully before acting.
Judging of Strength: Vali Aridhal
“ Vinai valium than valium maatran valiyum
Thunaivalium thookkich cheyal” (Kural 471)
Weigh justly the difficulty of the enterprise or action you intend to undertake, your own strength for doing it, and the strength of the enemy or competitors related to this and the strength of your allies or supporters for it, and then you enter upon it.
Thiruvalluvar identifies four factors to assess before undertaking a task: the demands of the undertaking, one’s own capabilities, the strength of competitors, and the support available from allies. These include the effort and resources required, financial and human capacity, the capabilities of opponents, and the people who may support either side.
This approach has parallels with SWOT analysis, a management tool that examines strengths, weaknesses, opportunities, and threats before a plan is implemented. Thiruvalluvar’s advice similarly encourages people to recognise their capabilities, address shortcomings, identify opportunities, and prepare for obstacles.
The person who knows his strength has learned what he should learn, and he who does not overstep his limits will never fail in his project (Kural 472). Those who overestimate their strength and venture will be cut off in the middle (Kural 473). Men who do not know how to live in peace, who do not know their own measure, and who are full of self-conceit, they will have a swift end (Kural 474).
Together, these Kurals stress the importance of knowing one’s limits. Overestimating one’s capabilities or acting out of self-conceit can lead to failure.
Guarding against insouciance or Indifference
Kural 539 in the chapter “Pochhavamai” warns of indifference or self–complacency in the face of success and advises the need to be ever wakeful and cautious.
“Ikazhchiyin kettarai ulluga thaam tham,
Mahizchiyin maindurum pozhdhu.” (Kural 539)
When you are tempted to be self-complacent and elated, call to thy mind those that have perished by their supineness and negligence.
The lesson is that prosperity can breed overconfidence and neglect. Kural 531 further warns that carelessness arising from excessive delight can be more damaging than uncontrolled anger. Looking back at past failures can help individuals and organisations remain alert and fulfil their responsibilities.
In general, many people, intoxicated by their wealth, power, success, or victories, become proud and complacent. As a result, they may neglect even duties that are essential for them to perform. In public life, particularly in politics and governance, there are many instances where those who neglected their responsibilities eventually suffered a great downfall.
The same principle applies to business as well. Valluvar advises such people to look back through the pages of history and reflect upon those who were ruined because they became careless and forgot their duties. By doing so, they should bring themselves back to a state of alertness and proper conduct.
Businesses, too, can lose their position when they fail to adapt. Kodak, associated with the photographic film industry, is a familiar example of the risks of failing to respond to change. Metal Box and Ambica Mills are other cases the author cites.
Calico Mills, once a leading textile supplier in India, stands out. According to the author, Vikram Sarabhai had advised his elder brother, Gautam Sarabhai, who managed Calico Mills, to recruit management graduates and professionalise its management. At the time, the mill was performing well, and Gautam did not see the need for such changes.
Calico Mills eventually closed after incurring heavy losses. By contrast, Arvind Mills professionalised its management, entered niche textile segments, and diversified its businesses. The comparison reinforces Kural 539’s enduring lesson: past success is no guarantee of future security. Organisations must keep learning and adapting to remain relevant.
References:
- Thirukkural Thelivurai, Dr. M. Varadarasanar.
- Tirukkural, English translation by V. V. S. Aiyar, published in 1995 by Sri Ramakrishna Tapovanam, Tirupparaitturai, Trichy-639115.
- Inputs from R. Kodeeswaran and Mohan Kumar, PGP 1970.
- Management Lessons from Thirukkural, book by Dr. Besant Raj.
- “Management Lessons from Thirukkural”, Nachimuthu K. P. and Kalaiselvan K., IJMRBS, October 2012.
S. Srinivasan (PGP 1970), retired from the Institute for Financial Management & Research, Chennai, and currently pursuing Vedanta courses in Chennai.
