5.1 Why roles and boundaries matter
5.1.1 In growing agri businesses, problems often start not because people are wrong, but because everyone is trying to help in their own way.
5.1.2 When roles are unclear:
• Decisions get delayed,
• Accountability gets diluted, and
• Personal opinions start overriding business logic.
5.1.3 This Article exists to ensure that:
• Responsibilities are clear,
• Interference is minimized, and
• The business runs on structure, not personalities.
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5.2 Roles are defined by responsibility, not by seniority
5.2.1 In this business, authority flows from responsibility, not age, title, or past success.
5.2.2 Every role has:
• Clear ownership areas, and
• Clear limits beyond which it should not operate.
5.2.3 Crossing role boundaries, even with good intentions, creates confusion and weakens the system.
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5.3 Role of the Promoter / Chairman
5.3.1 The Promoter or Chairman acts as the guardian of values and long-term direction.
5.3.2 This role is responsible for:
• Protecting the ethical spine of the business,
• Ensuring long-term patience, and
• Reminding the team of the original purpose.
5.3.3 This role does not involve:
• Day-to-day operations,
• Product-level decisions, or
• Execution-level control.
5.3.4 By staying out of daily firefighting, the Promoter strengthens the business rather than distracting it.
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5.4 Role of Operations / Infrastructure Leadership
5.4.1 This role owns:
• Infrastructure planning and execution,
• Operational efficiency,
• Cost control, and
• Process discipline.
5.4.2 The operations leader is responsible for how work gets done, not what the business chooses to become.
5.4.3 This role does not decide:
• Product positioning,
• Market narratives, or
• Expansion logic beyond approved frameworks.
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5.5 Role of Product & Market Leadership
5.5.1 This role is responsible for:
• Defining product formats and specifications,
• Aligning products with real market needs, and
• Ensuring feasibility from a business point of view.
5.5.2 This role acts as a filter, not a promoter of ideas.
5.5.3 It must clearly state:
• Which products fit the business capability, and
• Which products should be delayed or rejected.
5.5.4 This role does not override infrastructure readiness or farmer-system realities.
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5.6 Role of Advisory
5.6.1 The advisory role exists to:
• Shape business architecture,
• Control sequencing of decisions, and
• Apply the decision doctrine objectively.
5.6.2 Advisory is responsible for asking difficult questions, not for executing answers.
5.6.3 This role has no operational authority, but carries logical authority on:
• Timing,
• Readiness, and
• Long-term consequences.
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5.7 How conflicts are handled
5.7.1 Disagreements are natural and healthy.
5.7.2 When conflicts arise:
• The Decision-Making Doctrine (Article 4) must be applied,
• Personal preferences must step aside, and
• Logic must take precedence.
5.7.3 No role may bypass this framework using urgency, emotion, or hierarchy.
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5.8 What this Article protects us from
5.8.1 This Article protects the business from:
• Micromanagement,
• Parallel decision-making,
• Role overlap, and
• Personality-driven conflicts.
5.8.2 It also protects individuals from:
• Unclear expectations,
• Constant pressure, and
• Blame for failures they did not own.
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5.9 In simple words
Everyone must know:
• What they own,
• What they influence, and
• What they must stay out of.
That clarity keeps the business calm and focused.
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5.10 Why this Article follows Article 4
Article 4 decides how decisions are filtered.
Article 5 decides who carries which responsibility after those decisions are made.
Together, they convert logic into action.
