Page 142 - NITI - Navigating Indian Traditions in Industry

2. Mastery over Supply Chain: Apple’s meticulous supply chain management,
where it balances cost, quality, and delivery time, mirrors Upahasta’s focus on effective
deployment. The company’s supply chain has been perfected over time to ensure
efficiency and reliability.

7.1.8 Chikitsa (Healing and Restoration)

Chikitsa, in Dhanurveda, refers to the principle of healing and restoration, focusing
on recuperation, recovery, and sustaining long-term health. It involves identifying
weaknesses, managing crises, and employing methods for restoring strength. This
concept is not only about addressing immediate damage but also preparing for future
challenges, ensuring resilience and long-term sustainability.
In modern business terms, Chikitsa can be likened to crisis management, recovery
strategies, and sustaining business health after setbacks. Just as a wounded warrior
requires healing to fight again, businesses must adopt strategies that allow them to
recover from downturns, address weaknesses, and restore their position in the market.

Modern Theories and Practices Linked to Chikitsa:

Crisis Management and Recovery Strategies
Crisis management involves identifying the underlying causes of business challenges,
mitigating immediate risks, and planning for recovery and future resilience. Like
Chikitsa, companies must address both the immediate harm (crisis management)
and long-term recovery (restoration and growth).

Case Study: Ford’s Recovery After the 2008 Financial Crisis

Ford’s recovery during and after the 2008 financial crisis is a classic example of how
Chikitsa principles of healing and restoration can be applied to modern businesses.
At a time when many car manufacturers faced bankruptcy or severe financial strain,
Ford’s management made key decisions that allowed the company to not only survive
but eventually thrive.

Ford’s Healing Process During the 2008 Financial Crisis:
1. Acknowledging the Crisis and Identifying Weaknesses:

When the global financial crisis hit in 2008, the automotive industry suffered massive
losses due to reduced consumer spending, high gas prices, and the economic
downturn. Ford faced severe financial troubles, but its leadership team recognized
the importance of diagnosing the problem—slow sales, inefficient product offerings,
and mounting debts. This was the first step in the healing process, as it allowed the

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