1.

Swami - King
In Chanakya Neeti and Arthaśāstra, the Swāmī (King) is the center of power, and the prosperity of the entire
state depends on his character and ability.
A Swāmī must have noble birth, good fortune, intelligence, energy, truthfulness, loyalty to elders, and
leadership skills.
He should be brave, quick to act, wise, pure, disciplined, and free from greed, anger, and impulsiveness.
A king who listens, learns, remembers, reflects wisely, and acts boldly becomes easy to approach and wins the
support of the people.
Chanakya emphasizes that the king’s personal qualities, intellect, and energy are foundations of strong
governance.
If the Swāmī is weak, no amount of wealth or army can save the kingdom.
Thus, the King is not just a ruler but a role model, inspiring trust and stability.

Satya Nadella, CEO of Microsoft.

When he took over in 2014, Microsoft was seen as rigid and losing relevance.
But Nadella — with humility, intellectual strength, vision for the future (AI and cloud computing), and a spirit
of learning and adapting — transformed Microsoft into one of the most valuable companies in the world again.
He listened to feedback (śuśrūṣā), learned (śravaṇa-grahaṇa), encouraged innovation (utsāha), and avoided
arrogance or rash decisions.
His leadership matches Chanakya’s ideal of a Swāmī: noble, wise, action-oriented, and future-focused, lifting
the organization and inspiring the global tech community.

2. Amatya
In Chanakya Neeti and Arthaśāstra, the Amātya (minister) is the trusted advisor and assistant to the Swāmī
(king). Ministers are crucial because a king alone cannot rule wisely — he needs a team of capable, loyal, and
skilled individuals. Chanakya advises that ministers must be chosen carefully after testing their loyalty,
intelligence, courage, honesty, and experience. They should come from noble families, be educated in
scriptures, have administrative skill, and be proven in action.
Different traditions suggest different numbers (from 7 to 20 ministers), but Chanakya pragmatically says:
appoint according to necessity and capability, not rigid numbers.
Ministers are expected to advise on policy (Pañcāṅgamantra), manage defense, finance, foreign relations, and
internal governance. Without good ministers, even a strong king will fail, but with good ministers, even a weak
king can succeed.

Ancient Application:
In Mauryan Empire, Chandragupta Maurya — guided by Chanakya himself as his Amātya — built a vast
empire.
Chanakya's role was not just advisory but strategic, handling everything from diplomacy to internal reforms,
proving how vital a minister is to a kingdom’s rise and stability.
Modern Corporate Application:
In the corporate world, Amātya is like the C-suite executives (like COO, CFO, CTO) supporting the CEO.
A great example is Tim Cook before becoming CEO of Apple.
When Steve Jobs led Apple, Tim Cook, as COO, efficiently managed operations, supply chains, and internal
structure, allowing Jobs to focus on innovation.
Cook’s loyalty, operational genius, and strategic mind — all tested and proven — made Apple a global giant
and later made him Jobs’ natural successor.
Today, smart CEOs build strong leadership teams — exactly following Chanakya’s advice on Amātya.

3. Durga- The fortified city

Durga (fortified city or fortress) is a key pillar of security for a kingdom.
Chanakya explains that forts are essential for protecting people, resources, and administration during
wars or emergencies.
He describes four main types of forts:
 Water Fort (Jaladurg): Built on islands or surrounded by rivers.
 Mountain Fort (Parvatdurg): Located in Rocky Mountains or caves.
 Desert Fort (Dhanvadurg): In dry, waterless, open regions.
 Jungle Fort (Vandurg): Surrounded by thick forests or marshes.
Manu mentions six types, adding forts made of earth, wood, and manpower (temporary army camps).
Both agree that the Mountain Fort is the strongest and most preferred because it offers natural
protection, strategic advantage, and resilience.
Chanakya also notes that water and mountain forts are ideal for urban centers, while desert and jungle
forts suit remote or emergency hideouts. A strong fort symbolizes a kingdom’s stability, survival
strategy, and control over its territory.
In the corporate world
Durga is like building a strong headquarters, digital infrastructure, or brand defense strategy.
For example, Google has invested heavily in server farms, data centers, and cybersecurity, creating a
"fortress" to protect its massive information empire against cyber threats.
Similarly, Apple’s secure ecosystem (hardware + software + services) acts like a technological fortress,
making it very hard for competitors to penetrate or for hackers to cause damage.
In times of market crises, companies with strong "forts" (like cash reserves, tech ecosystems, or supply
chain control) survive and even grow — just as kingdoms with strong forts survived wars.

4. Kosha
Kośa (treasury) is considered the lifeblood of the kingdom. Without a strong treasury, a king cannot wage war,
maintain administration, reward allies, or survive calamities. Thus, building, protecting, and growing the
treasury is one of the king’s primary duties.
He emphasizes that the treasury must be:
 Legitimately earned (from taxes, inheritance, lawful acquisitions),
 Mostly composed of durable wealth (gold, silver, gems),
 Able to survive a long-term crisis (like famine, war, or trade collapse).
A king's strength during hard times does not depend on promises or armies alone, but on the hidden power of a
resilient treasury.
Ancient Application:
Mauryan Empire (Chandragupta Maurya) — Chanakya himself managed the Mauryan treasury. Through
efficient taxation, control of mining, forests, trade, and wise hoarding of wealth, the Mauryas built one of the
richest empires of ancient India. This treasury funded Chandragupta’s massive army and public welfare even
during famines. Similarly, Chola dynasty maintained a treasury filled not just with gold but with forest products
and maritime trade goods, helping them dominate Southeast Asia.
Apple Inc. — holds over $100 billion in cash and investments. This huge "corporate kośa" gives them power to:
Invest in R&D, Acquire startups, Weather economic downturns, Negotiate strongly with suppliers.
Amazon — uses data (Kupya equivalent) as a strategic treasury asset, beyond just cash — giving it controls
over logistics, customer behavior, and innovation.

5. Janapada
Janapada (the country or territory) is the foundation of the king’s strength. An ideal Janapada must be self-
sufficient, easy to defend, rich in agriculture, minerals, forests, and water resources, and well-connected by land
and water routes. It should have a hardworking and loyal population, weak neighboring states, and minimal
natural obstacles like deserts, rocky lands, or dense forests. A prosperous Janapada ensures stability, economic
wealth, and military strength for the ruler. In the corporate world today, Janapada is comparable to a company's
operational base or market environment, where access to resources, skilled workforce, good infrastructure, and
customer demand are essential for success. Thus, just as a king must secure and develop a strong Janapada, a
company must build its strength on a stable and resource-rich foundation.
Tesla built its Gigafactories in places like Nevada and Shanghai because:
 Access to cheap land (fertile operational ground),
 Close to supply chains (batteries, raw materials),
 Favorable government policies (weak enemy-like pressures),
 Good logistics (ports, highways).
Amazon sets up fulfillment centers near big cities where:
 Population = Customers (fertile Janapada),
 Transportation = Fast delivery (trade routes),
 Workforce = Labor availability.

6. Mitra

In Chanakya’s Maṇḍala Theory (Circle of Kings), Mitra refers to a king who is naturally a friend or ally of the
vijigīṣu (the conquering king).
A Mitra helps strengthen the vijigīṣu’s position — either by supporting him in battle, providing resources, or
standing together against a common enemy.
According to Chanakya, a Mitra is vital because they share interests, trust, and mutual benefit with the vijigīṣu.
Their alliance makes the vijigīṣu stronger without immediately needing war.
A true Mitra is tested in adversity: loyalty, timely help, and genuine support are the signs of a real friend in
politics and war — and the same applies to today's corporate world.
Apple and TSMC (Taiwan Semiconductor Manufacturing Company) are a good modern example.
TSMC is Apple’s trusted chip supplier (for iPhones, iPads, and Macs). Instead of Apple building its own
factories (which would be risky and costly), it depends on TSMC as a Mitra.
TSMC benefits from a steady, massive business from Apple, and Apple benefits from world-class chip
manufacturing without distraction.
Their mutual trust and cooperation have strengthened both companies against rivals like Samsung and Intel.
7. Sandhi- treaty

Sandhi, in Chanakya Neeti (especially from the Arthashastra), refers to the policy of making peace or treaties
when it leads to quicker, greater, or more sustainable advancement compared to war. If both sides would suffer
equally from conflict, or if peace offers a strategic future advantage, a wise leader should choose Sandhi to
avoid unnecessary losses. Even if a temporary decline or stability occurs, but it eventually results in greater
long-term gain compared to the enemy, the leader can stay patient. Otherwise, peace is preferred. Sandhi also
involves alliances — either acting jointly or independently — depending on what benefits one’s position the
most.
Real-World Application
Ancient Example:
During Chandragupta Maurya’s rise to power (advised by Chanakya himself), he formed a Sandhi (treaty) with
the powerful ruler Seleucus I Nicator (one of Alexander's generals). Instead of fighting a costly war,
Chandragupta signed a peace treaty: he gave Seleucus 500 war elephants and in return secured large parts of
northwestern India, strengthening the Mauryan Empire. This strategic Sandhi avoided war and led to major
territorial and diplomatic gains.
Current Corporate Example:
In 2016, Microsoft and LinkedIn entered a $26 billion deal where Microsoft acquired LinkedIn. Instead of
competing with LinkedIn by building a rival platform (which would cost time, resources, and risk failure — a
kind of corporate vigraha), Microsoft chose Sandhi — forming an alliance through acquisition. This treaty
helped Microsoft strengthen its business network and cloud services, creating a win-win growth opportunity for
both sides.

8. Vigraha

Vigraha, according to Chanakya Neeti (as explained in the Arthashastra), is the policy of engaging in open
conflict or hostility when it is strategically beneficial. A king (or leader) should choose war when he is
confident of his strength — whether because of a powerful army, strong fortifications, the enemy’s weakness,
or the chance to disrupt the enemy's activities safely. However, Chanakya wisely advises that if the benefits of
peace (Saṃdhi) and war (Vigraha) are equal, then peace should be preferred, as war brings additional losses,
expenses, risks, and instability. Thus, Vigraha is a calculated, not emotional, choice, used only when it clearly
leads to greater power and advantage.
Airtel, Vodafone Idea
In 2016, Reliance Jio launched an aggressive price war offering free calls and cheap data.
At that time:
Jio had huge financial strength (like warriors and strong forts).
The old telecom giants (Airtel, Vodafone) were not prepared (outdated infrastructure, expensive plans).
Jio could hurt competitors' customer base without major risk.
Result: Jio captured massive market share while Vodafone Idea collapsed financially and Airtel had to reinvent.
This was pure Vigraha — Reliance chose war over peace because it had the advantage and could achieve rapid
growth by directly attacking competitors.

9. Asana- Silence
Āsana means waiting silently, without attacking, while focusing on strengthening oneself.
 Kauṭilya says a king should adopt āsana when:
He and the enemy can't harm each other significantly.
The enemy is already suffering from internal problems (calamities).
The enemy is busy fighting someone else (like "a dog and a hog fighting") — so it's wiser to watch and
grow strong, rather than jump in.
Tata Motors vs. Tesla in India’s EV Market
Tata Motors is already dominant in India’s electric car market.
Tesla wants to enter India but is struggling with government regulations (high import taxes, negotiation
delays).
Tata could directly attack (launch new aggressive models, price cuts) — but Tesla isn’t even properly set up
yet.
Instead, Tata Motors practices āsana:
It stays quiet.
Strengthens its own base invests in better infrastructure, customer service, and local production.
Waits while Tesla struggles with government talks and internal issues (like figuring out supply chains).
Result: Tata grows stronger without wasting money fighting an enemy that's already stuck.
If Tata had attacked too early (heavy marketing war, massive discounts), it could have unnecessarily drained
resources. Instead, by waiting and focusing inward, Tata becomes even harder to displace.

10. Yana (marching)

Yāna means marching — either to attack, weaken, or position against the enemy.
It is pursued when the king is confident that marching will cause greater benefit — either due to:
His own strength being greater
The enemy’s weakness or calamity (natural disaster, internal revolt, etc.)
Kauṭilya says Sandhi (peace treaty) and Yāna (marching) can go together: first make peace if necessary, then
strike opportunistically.
Marching can be solo (ekayāna) or with allies (sambhūya yāna) depending on the situation.
Even breaking a treaty to march is justified if survival or success demands it.
Alliances must be handled carefully; once the goal is achieved, allies can be safely let go.
Manu’s idea agrees: Marching can be solo or with friends, depending on urgency.
Reliance Jio's Telecom March (Yāna)
Context: Jio launched into the telecom sector (2016).
Real Yāna Strategy:
Strength: Reliance had massive resources (capital, technology, spectrum licenses).
Enemy Weakness: Existing players (Airtel, Vodafone) were slow, expensive, and trapped in old 2G/3G
models.
 March (Yāna): Reliance started a price war offering free calls, cheap data, effectively marching
aggressively into enemy territory.
Alliance: Tied up with Google and Facebook (Sambhūya Yāna - marching with allies).
Result: Jio became dominant in less than 3 years.
Kauṭilya would say: Reliance judged its strength, saw enemy weakness, allied cleverly, and marched decisively
— perfect Yāna.
when vijigīṣu king possessed of a preponderance of excellent qualities, then he should march against his
enemies.“marching to attack is said to be twofold, (viz., that undertaken) by one alone when an urgent matter
has suddenly arisen, and (that undertaken) by one allied with a friend.”

11. Saṃśraya (seeking protection)

The policy of saṃśraya is for the weak king, who is attacked or threatened with attack by a powerful enemy.
The text considers the question of the type of kings with whom shelter should be sought. He should seek shelter
with one whose strength is superior to the strength of the neighbouring (enemy). In the absence of one superior
in strength to him, he should seek shelter with the (enemy) himself and, remaining out of sight, should try to
serve him with any one of the (three): treasury, army and territory. For, union with one superior in strength is a
great danger to kings, except when he is at war with an enemy.
If the (Vijigīṣu) king realizes that he is depleted in power then he should seek shelter. If he thinks that he is not
able to ruin the enemy undertakings or to avert the ruin of his own undertakings. Then he should seek shelter.
“Seeking refuge is declare to be of two kinds, first for the purpose of attaining an advantage when one is
harassed by enemies, secondly in order to become known among the virtuous (as the protage of a powerful
king)”.
Real world Application
1. Small Countries Seeking Alliances
 Bhutan maintains strong relations with India for protection against bigger powers like China.
 Ukraine (before 2022) sought NATO membership to protect against threats from Russia.
 Qatar, being a small Gulf country, hosts a massive US airbase for protection despite regional tensions.
2. Companies during Crisis
 A small startup might seek acquisition by a larger company if it’s under financial stress, waiting for
better future opportunities.
 Example: WhatsApp was acquired by Facebook because competing against giants alone would be risky.
3. Historical Example:
 During World War II, many smaller European nations sought alliances with either the Allies or the Axis
Powers, depending on immediate survival needs.
 Finland, for instance, temporarily aligned with Germany against the Soviet Union for survival
(Continuation War) but switched policy when needed.

12. Dvaidibhava – double dealing/dual policy

Dvaidhībhāva literally means a “dual approach.” It is a simultaneous strategy of peace (saṃdhi) with one king
and war (vigraha) with another. The objective is not deception but strategic pragmatism.
According to Kauṭilya (Chanakya):
This isn’t about being duplicitous (not backstabbing the same ally).
It’s about prioritizing the self-interest of the state over loyalty to others.
The focus is expanding one’s power—by using diplomacy and warfare simultaneously to achieve goals.
As between dual policy and seeking shelter, he should resort to dual policy. For, he who resorts to the dual
policy, giving prominence to his own undertakings, serves only his own interests, while he who takes shelter
(with another) serves the interests of the other, not his own.
Real-World Application in Ancient Strategy:
Chanakya wrote this in the context of Mahājanapada and Mauryan geopolitics. Think of a scenario where:
The king of Magadha makes a peace pact with the king of Avanti to get support or neutrality.
At the same time, he goes to war with the smaller kingdoms on his northwest.
This isn’t betrayal—this is using diplomatic leverage to pursue military conquest.
Apple & Samsung – Strategic Rivals, Tactical Partners:
Despite the rivalry, Apple buys key components like OLED screens and memory chips from Samsung, one of
its biggest competitors.
Apple maintains diplomacy: It benefits Samsung’s superior hardware without compromising its brand.
Samsung profits from Apple while also competing in the premium smartphone space.
Behind the scenes, both continue to strategize independently and push to outperform each other.

13. Sama

Meaning:
 Using gentle words, negotiation, diplomacy, and praise to remove hostility without using force.
 Aim is to win over the opponent's mind peacefully.
Chanakya Neeti:
 Sāma should always be the first approach because it preserves resources, builds alliances, and avoids
unnecessary wars.
Ancient Example:
 Chanakya persuading small kingdoms to join Chandragupta Maurya against the Nandas — no fighting,
only intelligent negotiation.
 Ashoka after the Kalinga war used Sāma by spreading Dhamma (moral values) to win loyalty.
Modern Indian Company Example:
 Tata Group maintains relationships with government and society through constant dialogue, charity
work, and ethical branding.
 They resolve conflicts quietly without litigation or media wars.

14. Dana -Gifts/Offering Rewards

Meaning:
 Offering gifts, wealth, positions, land, or honor to remove hostility or secure loyalty.
 It is motivating the other side to align with you through benefits.
Chanakya Neeti:
 If persuasion (Sāma) fails, offering rewards is the next best option to avoid conflict.
Ancient Example:
 Harsha of Kanauj gave generous donations to Buddhist monasteries and foreign envoys to build soft
power alliances.
 Chanakya gave money and positions to ministers to gain their loyalty.
Modern Indian Company Example:
 Reliance Industries offers sponsorships, partnerships, infrastructure development to state governments
and industries to secure favorable policies.
 Corporates offer lucrative jobs (poaching) to employees of competitors — a kind of Dāna strategy.

15. Bheda

Meaning:
 Creating confusion, jealousy, distrust, or splits among enemies or rivals.
 Breaking unity is a powerful way to weaken the enemy without fighting.
Chanakya Neeti:
 If Sāma and Dāna fail, Bheda should be applied cleverly to destroy the enemy’s strength internally.
Ancient Example:
 In Mudrarakshasa, Chanakya divided the loyalty of enemy ministers and created internal betrayal within
the Nanda dynasty’s court.
 Bhāgurāyana, a minister, was secretly working for Chandragupta.
Modern Indian Company Example:
 Startups like Paytm and PhonePe formed alliances with banks and fintechs and created disruption in
traditional banking, breaking old monopolies like SBI’s dominance.
 Also, large corporates use headhunting to create instability in rival companies' leadership.

16. Danda
Meaning:
 Using physical power, war, economic attack, or harsh penalties when all peaceful means fail.
 It is the last resort after Sāma, Dāna, and Bheda.
Chanakya Neeti:
 If the enemy remains defiant even after diplomacy, gifts, and division, then force must be used
ruthlessly and decisively.
Ancient Example:
 Chandragupta Maurya vs Seleucus: After diplomacy failed, Chandragupta used military force to defeat
Greek forces and gain territory.
 Ashoka’s conquest of Kalinga (though he regretted it later) was an example of Daṇḍa.
Modern Indian Company Example:
 Reliance Jio entered telecom with aggressive price wars, causing massive losses to Vodafone, Idea, and
Airtel — a business version of Daṇḍa.
 Litigation battles (court cases) between big companies when peaceful settlements fail are also examples
of Daṇḍa.