IKS in Management – INDICA IKS MetaRetreat

(Program Summary Vision Paper)

The INDICA MetaRetreat on IKS in Management

Indian Knowledge Systems (IKS) envision wellbeing not just for individuals but for entire communities and ecosystems, fostering harmony between the personal and the collective. This integral vision, central to IKS, provides a cohesive, multidimensional approach highly relevant to contemporary organisational and management challenges. IKS integrates disciplines such as philosophy, health, ecology, linguistics, and aesthetics, encouraging sustainable growth rooted in ethical and inclusive values. Its time-tested frameworks and self-development tools offer viable pathways to resilient leadership and purpose-driven enterprises.

As interest grows in spiritual and consciousness-based approaches, IKS presents a timely alternative to Western models that overemphasise material success. Institutions like IIMs, IITs, and independent consulting spaces have already initiated quiet yet significant work in integrating IKS into business thinking. However, translating ancient wisdom—originally designed for spiritual and community contexts—into actionable models for modern industries requires thoughtful reinterpretation.

Today’s crises—spanning mental health, workplace meaninglessness, sustainability, and social disconnection—demand such alternative frameworks. IKS principles offer the potential to reshape how success, fulfilment, and resilience are conceived in organisational life.

To advance this dialogue, INDICA hosted an IKS MetaRetreat on “Indian Knowledge Systems in Management.” This retreat examined the evolution of modern management, evaluated IKS contributions, and identified high-potential areas for framework development. It also reflected progress made over the past five years, especially under institutional initiatives, and chart pathways for future research and collaboration. The MetaRetreat sought to lay a foundation for Bharat-centric management models that are both spiritually grounded and pragmatically effective.

(Figure 1: Sacred moment — Ācārya, Prof B. Mahadevan leading the pūjā with devotion and discipline.)

This 3-Day MetaRetreat was led by Prof. B Mahadevan as Acharya. Other distinguished members of the MetaRetreat were:

• Prasad Kaipa, Co-Founder, Institute of Indic Wisdom
• Ramesh G, (Retd) Prof – IIMB, Director, Niti School of Public Policy
• Ramesh Kumar N, Retd. IAS, Director General, ASCI
• Ashish Pandey, Professor, SJMSOM, IIT Bombay
• Ramkumar Seshu, Founder – Born to Win
• Anurag Shukla, Director – IKS & Policy, Brhat
• Mala Kapadia, Director, Anadi Centre for Indigenous Knowledge Systems
• Sai Sambat, Co-Founder, Institute of Indic Wisdom
• Rajshekar Krishnan, Faculty of Management, Dayananda Sagar Institute of Management
• Suneetha Grandhi, Head of IKS, Chinmaya Vishwa Vidyapeetha
• Shruti Gupta, Independent Scholar, Marketing Management
• Prerna Wadikar, Independent Scholar, Sustainability Management
• Raj Gopalaswamy, Senior Management Executive, IT Industry
• Shivani Modi, Co-Founder, Seekr
• Ankur Jain, Co-Founder, Seekr
• Dimple Kaul – Director-Academic Programs, INDICA

Shivakumar GV, Director – IKS Changemakers, anchored the MetaRetreat.

The MetaRetreat schedule

1.     Problems in Modern Management

The MetaRetreat started with individual reflection on Problems in Modern Management. A summary of these reflections is provided in this section.

(Figure 2: Deep in Contemplation — Members of cohort engage in a reflective session on Swadharma and Dharmic leadership)

The modern discipline of Management, as widely practiced today, exhibits several critical gaps that limit its ability to foster sustainable, holistic, and people-centric organizations. The current paradigm is largely rooted in industrial-era structures that prioritize efficiency, short-term profits, and linear thinking, often at the cost of deeper human and ecological considerations. This framework lacks intrinsic motivation, interconnectedness, and a dynamic adaptability to change. The purpose of organizations is often reduced to financial success rather than a broader, value-driven mission that integrates multiple dimensions of human potential.

A key shortcoming is the absence of a deeper, spiritual dimension in management thought and practice. Today’s management systems often treat the “people aspect” as an afterthought, leading to a culture where toxic leadership, shortcut-driven decision-making, and a fragmented view of human potential dominate. Organizations focus on external metrics and data-driven optimization while neglecting intuition, emotional intelligence, and the intrinsic motivation of individuals. This creates a workplace culture that is mechanical and unsustainable, failing to nurture a sense of purpose, joy, and play—essential components of long-term success.

The opportunity space for Indian Knowledge Systems (IKS) in management lies in addressing these deficiencies through a Dharmic, holistic, and interconnected approach. IKS offers a worldview that naturally integrates ethics, sustainability, and long-term vision, bringing in concepts such as Swadharma (individual duty and purpose), the Spirit of Yagna (sacrifice and collective good), and Poornatvam (wholeness). Unlike contemporary management models that rely heavily on external control and extrinsic motivation, IKS-based management nurtures intrinsic motivation, spiritual leadership, and purpose-driven metrics that go beyond financial performance.

To bridge this gap, a structured roadmap for integrating IKS into management must be developed. This requires a shift from a short-term, profit-driven mindset to a Dharmic enterprise model that considers all stakeholders, including employees, customers, investors, society, and nature. Key action points include fostering Dharmic leadership, developing exemplars of IKS-based organizations, and identifying specific industries where IKS can naturally flourish, such as healthcare, education, and sustainability-driven sectors. Additionally, the adaptability and continuous transformation inherent in IKS principles can help organizations navigate the complexities of a VUCA (Volatile, Uncertain, Complex, and Ambiguous) world with resilience and contextual intelligence.

Finally, the integration of IKS into management must be approached not as a rejection of existing frameworks but as an evolution—preserving effective structures while replacing outdated content with deeper, more holistic perspectives. This requires a culture of continuous discovery, an ability to absorb and appropriate useful elements from other knowledge systems, and a commitment to long-term transformation. By shifting from a “We vs. Them” mindset to an entropic vs. Dharmic framework, Indian management thought can create a unique, indigenous, and globally relevant paradigm—one that is not only sustainable but also deeply rooted in human well-being, interconnectedness, and purposeful action.

Open Discussion and Exploration

Subsequently the MetaRetreat cohort explored critical points that emerged in the individual reflections which is summarized in this section.

The discussion on Indian Knowledge Systems (IKS) and its role in addressing the deficiencies of modern management highlights an opportunity as well at the same time: while contemporary management practices are widely adopted, they remain largely devoid of intrinsic meaning, sustainability, and ethical depth. This gap makes space for IKS to provide a Dharmic framework that restores purpose, resilience, and interconnectedness in organizations.

Theorists provide critical insights that practitioners can translate into real-world impact. For instance, to guide sustainable and ethical decision making in a systematic way, IKS repository may offer strong theoretical foundations that enhance management theory.

It is also grossly limited in its ability to address sustainability challenges or provide sustainable solutions. The workplace has become deprived of meaning, contributing to mind management issues, ethical lapses, and a failure to sustain long-term well-being. A Dharmic approach to management can provide clarity by integrating Swaroopa Chintana (self-reflection on organizational identity), performance orientation, and people-centric leadership rooted in Puranic wisdom and ethical decision-making.

The discussion also identified five critical dimensions where IKS can drive transformation:

1. Organizational Design – Aligning structure and function with purpose (Swaroopa Chintana).
2. Structural & Functional Balance – Moving beyond mechanistic efficiency to a more holistic, context-driven approach.
3. Performance-Oriented Thinking – Encouraging long-term success over short-term metrics through Dharmic leadership and intrinsic motivation.
4. People-Centric Management – Addressing inattention, misalignment, and the absence of deeper meaning in work.
5. Ethics, Values, and Spirituality – Embedding ethical choices into the foundation of management, rather than treating them as optional add-ons.

Modern organizations, bereft of a Dharmic framework, face increasing fragility in leadership, stakeholder trust, and long-term sustainability. By integrating IKS principles into management education and practice, organizations can restore meaning, cultivate resilient leadership, and build a culture of ethical decision-making that is naturally sustainable. The challenge ahead is not merely to advocate for IKS but to practically implement these insights in a way that bridges theory with impactful, measurable change.

In order to achieve this the MetaRetreat entered into a series of open discussions and group studies/reflections/exercises. Prof. Mahadevan, the Acharya, presented the objectives and structure of the Group Exercise. After a 2 hour discussion, Groups made their presentation.

(Figure 3: Serious minds, warm socks, and steaming chai — management wisdom served with a side of comfort.)

2. Group Reflection: IKS Integration in Management

(How IKS addresses Key Gaps in Modern Management)

 This set of group reflections opens up fresh pathways for rethinking management and organizational life through the lens of Indian Knowledge Systems (IKS). Each group has the potential to engage with core Indic ideas—not as heritage concepts to be admired from a distance, but as practical, living frameworks that speak directly to the challenges of modern business. From startups seeking clarity of purpose to large enterprises grappling with toxicity, uncertainty, and ethical ambiguity, IKS offers tools for inner alignment, people-centric leadership, and sustainable growth. What emerges is not just an alternative to dominant management paradigms, but a deeper invitation: to build organizations where purpose, resilience, trust, and transformation are foundational, not aspirational. The following sections explore how these insights take shape in four key areas—organizational identity, structural ethics, leadership, and pedagogy—each pointing to a future where business can pursue efficiency goals,  in a meaningful and humane manner.

Group 1: Startups and Organizational Identity (Ashish Pandey)

• IKS introduces Swaroopa Chintana (self-reflection on identity and purpose), ensuring that organizations deeply understand why they exist.
• By integrating Swadharma (one’s natural duty) into business models, startups can align their mission with long-term sustainability rather than short-term survival.
• IKS provides a framework for measurable yet meaningful impact, benefiting both internal and external stakeholders by defining success beyond financial metrics.

Group 2: The Indic Advantage (Dr. Ramesh Kumar)

• Balancing short-term and long-term priorities: Unlike modern management’s emphasis on short-term profits, IKS promotes sustainable growth through Dharma-Artha-Kama-Moksha
• Reducing organizational toxicity: With a toxic culture being reported by a number of organizations IKS fosters ethical leadership, trust, and integrity, creating workplaces rooted in collective well-being.
• Resilience and innovation. IKS offers a conceptual framework for proactive, adaptable decision-making, empowering organizations to thrive in uncertainty enhancing modern management practices for resilience
• Expanding leadership focus beyond shareholders: IKS-driven management promotes nation-building, societal well-being, and ecological consciousness, fostering a broader, more harmonious stakeholder approach.

Group 3: Resolving Core Structural and Ethical Challenges (Rajashekhar Krishnan)

• Pluralistic Purpose vs. Mechanistic Design: IKS expands the vision of organizations beyond – by integrating Dharma (ethics), Artha (prosperity), Kama (fulfillment), and Moksha (higher purpose).
• Redefining Operational Success: Modern management is often short-term oriented with a narrow definition of success. IKS brings attention to ethical means, trust, integrity, and holistic security, ensuring that people work with happiness rather than for future happiness.
• Addressing People-Centric Gaps: The current system lacks trust and integrity, leading to job insecurity and high turnover. IKS reinstates human-centric management, intrinsic motivation, and a culture of purpose-driven leadership.

Group 4: Leadership, Organizational Culture & Pedagogical Shifts (Anurag Shukla)

• Inner Transformation Through Leadership: IKS-inspired leadership goes beyond strategic decision-making to focus on inner growth and transformation.
• Ethical and Moral Crisis Resolution: Modern businesses struggle with moral dilemmas. IKS provides time-tested ethical frameworks rooted in Dharma to guide decision-making.
• Cultural Influence in Management: Unlike the western focus on rigid business-school models, IKS emphasizes Guru-Shishya traditions, fostering deep mentorship and coaching.
• Rethinking Pedagogy: Management education must shift toward Bharateeya models, teaching vision, roles, and responsibilities through IKS principles, rather than replicating foreign systems.

Session Summary: IKS as a Transformative Force in Management

By addressing modern management’s core deficiencies—short-term thinking, ethical fragility, toxic cultures, mechanistic structures, and profit-centricity—IKS provides a holistic, sustainable, and human-centered alternative. It integrates purpose, resilience, stakeholder well-being, and inner transformation, making management more ethical, adaptable, and deeply meaningful.

(Figure 4: Arunachala rises — still, silent, sovereign — anchoring seekers in the fire of inner awakening.)

On the evening of Day-2, the cohort prepared Naivedyam offered to Bhagawan with Prof. Mahadevan himself leading as Purohita. The morning of Day-3, the cohort sought blessings of Bhagavan Arunachala Shiva and Maharshi Ramana to further the exploration of integrating IKS in Management and arrive at action plans.

(Figure 5: Gau Seva in action — nurturing dharma at the grassroots.)

3. IKS Ideas for Modern Management: Group-Wise Summaries

The exploration on Day-3 started with individual presentations from Prof. Mahadevan, Dr. Kaipa, Sh. Shivani Modi / Ankur Jain, Dr. Rajashekar Krishnan and others. These presentations pointed to some recent attempts to develop indigenous frameworks for business based on IKS concepts. Subsequently, groups continued their exploration – this time focusing on one IKS Idea per Group to be elaborated and detailed for implementation. This collection of group explorations offered a grounded yet forward-looking reimagining of management through the lens of Indian Knowledge Systems (IKS). Each group engaged with an idea represented by a distinct set of principles—from Swadharma and Sadhana to Karma Yoga and Advaita Bhava—to reframe how organizations understand purpose, performance, leadership, and ethics. These are not abstract ideals, but deeply rooted frameworks with practical relevance for today’s workplaces. As modern enterprises grapple with burnout, ethical drift, and shallow success metrics, these contributions invite a shift: from transactional models to value-infused ecosystems; from fragmented outcomes to coherent growth anchored in inner clarity and collective wellbeing. This section unpacks each group’s approach—articulating pathways for organizational evolution that are at once Dharmic, dynamic, and humane.

The participants were subsequently organized into 4 groups – Krishna, Arjuna, Vidura and Yudhishthira – representing four different leadership/management paradigms.

Krishna Group: Swadharma and Organizational Evolution

This group introduces a five-dimensional organizational framework based on Swadharma (intrinsic purpose), Sahayogi (collaborators), Sambandh (relationships), Panchamahayagna (contributions), and Sadhana (dedicated practice). These principles define an organization’s growth path—from survival to sustainability, scalability, and shareability.

Key elements include:

• Alignment of Swadharma at all levels: The organizational pursuit of Founders, organization, and members must be in sync/harmonys .
• Sahayogi and Sambandh: Understanding who the stakeholders (Sahayogi) are and what relationships (Sambandh) they share with the organization, drawing inspiration from Chatur-varna (natural divisions of labor and contribution).
• Panchamahayagna: Emphasizing a culture of excellence as Sadhana (dedication) rather than just a competitive advantage.
• Multidimensional Success: Moving beyond financial metrics to integrate Adhyatma (spiritual well-being) into management.

A need for deeper clarity on Swadharma was identified, with a proposal to develop a reference-based essay exploring its definitions and applications.

Arjuna Group: Balanced and Dharmic Performance Metrics

(Figure 6: When flowcharts turn philosophical — strategy meets Lakṣmī and clarity finds its curves.)

This group focuses on creating a performance measurement system that balances multiple dimensions of success rather than just profit-driven metrics. Their proposed Ashtalakshmi Framework and Trishakti model integrate:

• Team performance metrics that consider Dharma (duty), Artha (sustainability), and Kama (fulfillment) in a holistic way.
• Yama-Niyama (Ethical disciplines and observances) as guiding principles for organizational culture.
• Karma Yoga integration: Current management ignores selfless action (Karma Yoga), leading to imbalanced motivation structures.
• Outcome evaluation through Siddhi (attainment) and Prasad (consecrated results): A shift from individual achievement to collective well-being.
• Bhakti-Karma-Gnana balance: Combining devotion, action, and knowledge to create Yoga-based management models.

This approach ensures that organizational success is Dharmic, multidimensional, and aligned with holistic well-being rather than narrow financial goals.

Vidura Group: Swadharma and Swabhava in Organizational Strategy

The Swadharma-Swabhava framework introduced here integrates organizational purpose with individual nature to create alignment between work roles and innate strengths.

Key elements include:

• Panchamahabhuta (five elements) and Triguna (three qualities) as foundational principles for organizational structure.
• Service (Sewa), Cooperation (Sahkar), and Trust (Vishwas) as cultural imperatives for a harmonious workplace.
• A thought paper and case study approach to develop a universal application model of this framework.
• Globalization vs. Universalization: Emphasizing Lokasangraha (welfare of the world) rather than merely expanding business globally.

Within a year, this approach could redefine how organizations function by aligning individual potential with collective goals, making management more natural, inclusive, and purpose-driven.

Yudhishthira Group: Spirituality, Ethics, and Interconnectedness

This group focuses on reintegrating spirituality, values, and ethics into management by connecting them with Sustainable Development Goals (SDGs).

(Figure 7: Mapping Dharma — Exploring the bridge between inner ethics and global goals through a Dharmic lens.)

Key issues identified:

• Lack of ethical depth and intergenerational responsibility in modern management.
• No focus on spiritual fulfillment, leading to disengagement and burnout.

Proposed solutions:

• Ananda Meemansa (Study of Joy): Incorporating Advaita Bhava (non-dualistic interconnectedness) to foster holistic human flourishing.
• Ethical Decision-Making Frameworks: Establishing a Dharmic approach to ethical choices that integrates Ethicability (moral discernment) and Principality (adherence to core principles).
• Equity and Resource Optimization: Reorienting resource use through a Dharmic lens, ensuring fairness across generations and sustainability.

By applying these principles, organizations can transition from profit-centric models to holistic, ethical, and sustainable management practices, fostering long-term well-being for all stakeholders.

Session Summary: IKS as a Transformative Force in Management

Each group presented a unique yet interconnected framework for integrating IKS into modern management:

• Krishna Group offers a Swadharma-based model for organizational evolution integrating purpose, relationships, contributions, and spiritualized practice for multidimensional growth.
• Arjuna Group proposes Dharmic performance metrics balancing ethics, fulfilment, and sustainability through Ashtalakshmi, Trishakti, and Yoga principles.
• Vidura Group seeks to align individual Swabhava with organizational Swadharma using Panchamahabhuta-Triguna to enable inclusive, natural strategy frameworks.
• Yudhishthira Group integrates ethics, spirituality, and Advaita into management to ensure intergenerational equity, joy, and sustainable well-being.

Collectively, these frameworks provide a comprehensive roadmap for reimagining management through IKS, offering solutions that are ethically sound, spiritually enriching, and practically implementable.

4. Final Presentations: IKS Frameworks for Modern Management

This section presents a summary of the discussion around every group’s presentation mentioned in the previous section. Each group presented an elaborate Indic concept or framework to address key gaps in modern management.   Elaborate discussions ensued post presentation and this section captures the essence of the presentation along with the discussion.

A.    Swadharma: A Dynamic and Layered Concept

Presented by: Dimple Kaul, Prof. Ramesh G

Key Discussion: Swadharma—Is it fixed or evolving?

• Swadharma is not static; it unfolds in layers based on Swabhava (inherent nature) and Sadhana (practice and refinement).
• Alignment of Swabhava and Swadharma is crucial for meaningful action and fulfillment in an organization.
• Two key dimensions of Swadharma:
  • For the Individual (Entity-Level) – Determines personal purpose and role in an organization.
  • For the Collective (Organizational-Level) – Defines shared values and collective duty for long-term impact.
• A framework could be developed –

Potential Impact:

• Provides a deeper understanding of leadership alignment with an organization’s purpose.
• Helps businesses and individuals identify their intrinsic strengths and evolve purposefully.

B. Startup Udyog: Evolution Through Indic Wisdom

Presented by: Ashish Pandey, Rama Seshu

A startup’s life cycle mirrors Indic evolutionary models, with six progressive stages:

1. Asti (Existence) – The startup takes form, setting its foundational values.
2. Jāyate (Birth & Growth) – Swadharma (purpose), Lokasangraha (welfare), and Sahayogi (collaborators) emerge.
3. Vardhate (Sustaining Growth) – Yagna (sacrifice), Sthitapragna (equanimity), and Karmayoga (selfless action) ensure sustainability.
4. Pariṇamate (Transformation) – Decision-making balances Karma, Akarma, and Vikarma, refining actions based on Sattva, Rajas, and Tamas gunas.
5. Śīrṣate (Maturity & Mastery) – Incorporates Pancha Mahayagna, Tri-Shakti (will, wisdom, and action), and skillful execution.
6. Nashyate (Completion/Legacy) – Ends with Dana (giving), Tapa (discipline), and Anand (fulfillment), integrating Bhakti (devotion) in leadership.

Potential Impact:

• Transforms startup growth from a linear to an organic, Dharmic evolution.
• Introduces sustainability and purpose-driven scaling.
• Encourages leaders to focus on long-term impact rather than profit-driven exit strategies.

C. Performance Orientation: An Indic Perspective

Presented by: Dr. Rajshekar Krishnan, Sai Sambit, Shruti Gupta, Raj Gopalaswamy

This framework addresses key performance gaps in modern management by incorporating Dharmic performance models at three levels:

Modern Management Gaps

• Structure & Design: Mechanistic, short-term, and disposable work culture.
• Performance Aspects: Narrow success metrics, ignoring ethics and means.
• People: Lack of trust, integrity, and intrinsic motivation.

IKS-Based Performance Framework

Key Concepts:

• Ashtalakshmi for Multidimensional Performance Metrics – Success must go beyond profit to include sustainability, ethics, and well-being.
• Yagna as a model for teamwork – Encourages collective responsibility and contribution.
• Iccha-Kriya-Jnana Shakti for individual motivation – Ensures alignment of will, action, and wisdom in leadership.
• Brahma Viharas (Four Virtues) for Team Dynamics:
  • Mudita – Sympathetic joy (celebrating others’ success).
  • Karuna – Compassion (supporting struggling members).
  • Maitri – Friendliness and camaraderie.
  • Upeksha – Equanimity (handling conflicts with neutrality).

Potential Impact:

• Redefines success in business and leadership from a Dharmic, holistic lens.
• Strengthens trust, emotional intelligence, and resilience in teams.
• Ensures motivation is intrinsic, sustainable, and aligned with purpose.

Session Summary: IKS as a Transformational Tool for Management

Each group provided a unique and practical application of IKS for modern management:

1. Swadharma Framework – Helps individuals and organizations align inner purpose with external goals.
2. Startup Evolution Model – Redefines business growth using Indic life-cycle principles.
3. Dharmic Performance Orientation – Replaces profit-centric metrics with holistic success models.

Together, these frameworks offer a powerful reimagination of leadership, performance, and purpose, bridging tradition with modern management practices in a practical, sustainable, and deeply meaningful way.

5. Final Project Proposal: Collected Works on “Nuggets of Management from IKS” – Prof. Mahadevan

(Figure 8: Participants with Prof. B. Mahadevan — exploring dhārmic insights on leadership, purpose, and workplace meaning rooted in Indian Knowledge Systems.)

In his final presentation, Prof. Mahadevan – the Acharya, proposed a project that effectively captures the summary of all the MetaRetreat discussion. Transforming all of management education is a himalayan endeavour which needs to be approached in a series of incremental, practical and effective steps that gradually enable us to reach a destination. To bridge the gap between modern management practices and Indian Knowledge Systems (IKS) , Prof. Mahadevan proposed a project – curation of a collection of transformative insights titled “Nuggets of Management from IKS.”

Project Vision

To integrate IKS-inspired frameworks into Modern Management and aim to offer a multidimensional, sustainable, and human-centric alternative to business management.

Core Themes and Insights

1. Structure of an Organisation: A Living, Evolving System

Unlike rigid, hierarchical models, IKS envisions organizations as dynamic ecosystems, adapting and evolving through the Panchakosha framework—where strategy, operations, knowledge, innovation, and purpose coalesce into a holistic, resilient structure.

2. Core Objectives of an Organisation: Redefining Success

Beyond financial growth, IKS reorients businesses toward long-term impact, ethical wealth creation, and societal well-being. By embedding Purusharthas (Dharma, Artha, Kama, Moksha) into organizational goals, companies can harmonize profit with purpose.

3. Principles of Decentralization and Delegation: A Self-Sustaining Model

Borrowing from Indic governance principles, organizations can shift from centralized control to distributed decision-making, fostering ownership, accountability, and agility at every level. Inspired by Chaturvarnya (functional specialization), Panchayat systems, and Guru-Shishya traditions, this principle encourages adaptive, trust-based leadership.

4. Role of Atman in Creating Vision and Purpose

True leadership emerges not from authority, but from self-awareness (Atman realization). Organizations must cultivate a culture of introspection, inner clarity, and alignment with Swadharma, ensuring leaders and employees operate from a space of authenticity and intrinsic motivation.

5. Sustainability: The Role of Purusharthas in Long-Term Impact

Sustainability today is largely reactive and compliance-driven, whereas IKS approaches it as a natural way of life. By embedding Purusharthas—balancing material success (Artha), ethical action (Dharma), personal fulfillment (Kama), and higher purpose (Moksha)—businesses can build systems that are regenerative, not extractive.

6. Delinking Performance Metrics from Work at an Individual Level

Current performance metrics are narrow, output-driven, and disconnected from intrinsic motivation. Inspired by Karma Yoga, Ashtalakshmi, and Yagna principles, this approach shifts the focus from isolated task completion to collective contribution, joy in action, and process excellence.

7. Spirituality at Workplace: Restoring Meaning in Work

Workplaces are increasingly transactional, leading to burnout and disengagement. By integrating Ananda Mimamsa (study of joy), Brahma Viharas (compassion, equanimity, joy, and camaraderie), and Advaita Bhava (interconnectedness), we can restore meaning, fulfillment, and shared purpose in organizations.

Impact and Deliverables

(Figure 9: A quiet pause before new beginnings — Prof. B. Mahadevan concludes with questions that open, not close.)

This collection will serve as a foundational resource for leaders, organizations, and scholars to integrate IKS into modern management. The project will include:

• Essays and Thought Papers – Conceptual deep dives on each theme.
• Case Studies – Practical applications of IKS in contemporary organizations.
• Workshops and Frameworks – Tools for implementing IKS-based management models.

Summary

The Collected Works on “Nuggets of Management from IKS” aims to provide a transformative alternative to modern business management, shifting from profit-centric efficiency to a purpose-driven, sustainable, and spiritually enriching model. By drawing from India’s timeless wisdom, this initiative will reshape leadership, redefine success, and restore meaning in the workplace for generations to come.

6. About INDICA IKS MetaRetreats

 INDICA IKS MetaRetreat is an immersive exploration of the foundational principles/forms of a subject of Cultural/Civilizational importance for the Bharateeya Parampara – under an Acharya (an SME Anchor), in the Ambience of a Gurukula, with an Attitude of Shraddha towards the Parampara and Sanskriti, and with an Aesthetics that enables the embodiment of all of the above.

The SME Anchor, is an embodiment of an aspect of our Sanskriti seeking to explore a specific topic/discipline/domain and its future. Participants of this are curated by the SME Anchor and INDICA who have the right experience and Shraddha towards the domain and subject of exploration. The carefully curated cohort comes together with an Upanishadic Attitude of learning through immersion and introspection seeking a new future for the discipline through transformation. All INDICA MetaRetreats are conducted in carefully curated Retreats with an Ambience of a Gurukula. The Aesthetics of the environment and the Cohort enables the embodiment of the spirit of exploration the MetaRetreat is designed for.

Bharat is an exceptional phase in its Desha, Kaala, Vartamana – arguably a defining moment in the long history of our Civilization. After enormous change in the last 300 years, we are beginning to develop a grip over all material, culture, thought and systems in front of us. We have begun to chart a new course for our Civilization. The Past is flowing into the Future through a Present we are able to see better which enhances our ability to shape the future. It is time to take stock of every aspect of our civilization, understand its roots, foundational forms and re-instrument them to shape a future of our own.

INDICA IKS MetaRetreats are situated in this space of exploration. They are

1. Led by an SME-Anchor who has rich experience in a particular subject/domain/discipline with a heightened sense of past, present and future for exploration.
2. Consists of a Cohort of scholars/thinkers, practitioners/institution builders, connoisseurs/activists carefully curated by the Acharya in order to develop a vision in the domain for the future. A Cohort is not less than 9 and more than 12.
3. A 2-Day residential program at a Retreat curated by INDICA where the cohort participants exchange thoughts, engage with each other and explore the subject to imagine a future.
4. Situated in a sacred space – Tiruvannamalai – blessed by Bhagavan Arunachala Shiva and Maharshi Ramana.

(Figure 10: Under Arunachala’s gaze and Ramanasramam’s grace, a cohort reimagines the future of leadership through IKS.)

INDICA seeks the following as an outcome of every Meta-Retreat.

• A Vision Paper that will be published on INDICA Today – our Online Journal.
• A Group Project for the Cohort that could be executed in the next 6 months after the Meta-Retreat
• A Personal Objective in the Domain of the Meta-Retreat

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