Business
Building strategic resilience to survive beyond the ‘New Normal’
By Prasath Mahalingam
As we near the two-year mark of the ravenous coronavirus pandemic, it is positive to see that many businesses worldwide have stepped up to the challenge, adjusting their businesses both to safeguard their employees and to continue serving their customers. Even locally, many organisations believe that they have responded efficiently to the pandemic. Yet, some companies showed true grit during these testing times, proving to be more resilient than others, by swiftly adapting their strategies to address both the challenges and the opportunities created by the pandemic. What was the secret behind their success?
As someone involved in building new opportunities to thrive, I see three elements that stand out. Firstly, successful companies quickly accepted the weaknesses in their business’s strategic resilience when the pandemic exposed them. Strategic resilience is the degree to which an organisation’s business model and competitive position show resistance to change. Secondly, they used business-model innovation as the strategic lever to address the crisis. During the last one and a half years, we saw many firms—including local companies—responding effectively to business challenges through unique innovations. And lastly, organisations reworking their business continuity plans, instead developing ‘scenarios’ that give more space for innovation, as they expect them to persist beyond the crisis.
Assessing your strategic resilience
The pandemic has put businesses through demanding resilience checks. For many, it was a rude awakening. While the pandemic weakened the competitive position of some companies, many firms have been able to gain a competitive edge. How? Successful companies have been heavily relying on emerging technologies such as artificial intelligence (AI), data analytics, machine learning and cloud. A McKinsey survey 1confirms that technology adoption rates are years ahead of where they were when previous surveys on digital accelerations were conducted. A client of 99x recently engaged us on a Big Data project to analyse over 13 billion records to identify trends that could lead to new business opportunities and increase value to clients.
For organisations that gained ground during the crisis, business model innovation has become the key differentiator. Companies that adopted and tested their novel business models have focused on several areas. One is new digital experiences and services. These were leveraged in response to changes in customer behaviors and needs. Last June, 99x launched DevGrade, a first-of-its-kind solution geared towards hiring technical talent. The fully automated assessment platform allows recruiters to hire the best by virtually evaluating them in simulated real project environments.
Another area has been new partnerships, both within and outside the industry. For example, we have seen insurance companies partnering up with telcos to develop telemedicine apps and pharmaceutical companies collaborating with medical institutions to accelerate vaccine development. Change of sales models is another factor as many companies have had to alter the way they market and sell their offerings. Imagine how the business model of restaurants and logistics companies changed during the last several months with the rapid growth of contactless delivery. The faster development of products has also been a crucial factor to respond to pandemic-related issues rapidly.
Nevertheless, many of these innovations are here to stay in most cases. Many businesses believe their business-model transformations will persevere in the long term—and see more on the way. For example, many IT companies in Sri Lanka are considering a hybrid work model or setting up satellite offices that provides employees flexibility. This in turn will boost productivity both within the organisation and for its customers. All of these reaffirm a time-tested motto: There is also great opportunity in times of great disruption.
Structuring your strategic resilience
The pace of change keeps accelerating. Being brave to make a bold move faster in these uncertain times will help you stand out from others who are uncertain about making a strategic decision to disrupt. To keep up with the rapid pace, the strategic planning process of a business and the team has to be agile to face the high volatility of the business landscape. To do this, organisations need to fix bold objectives. Crises such as the ongoing pandemic pave the way for organisations to explore new business opportunities.
If there ever was a time to reimagine business strategy and fix bold objectives, it is now. Many firms managed to react with unprecedented speed to challenges presented by COVID-19, and they did it in just days and weeks. This is the time to mirror the future role you want your organisation to play for its stakeholders, including customers and employees. Such vibrant organizations,, possessing a disruptive business model have even been able to attract investment for their next phases of growth during these challenging times.
Additionally, the days of developing forecasts for your organisation have now passed. The new normal is all about developing scenarios. Scenarios help a business realise the range of possibilities it might face. This allows the evaluation of planned strategic moves against any crisis and can confirm that the strategy can thrive in a range of future outcomes. This is why business leaders must develop scenarios together with finance and strategy business units to integrate all pertinent viewpoints.
In conclusion
It is impressive how most businesses, including local companies, have infused innovation into their business strategies to respond to the pandemic. However, with COVID continuing, uncertainty and change isn’t going to disappear overnight. To ensure your company is strategically resilient for whatever the future brings, start by instituting dynamic planning procedures that will empower your teams to unlock crucial moves necessary to come out on top, while being flexible enough to change direction if needed.
(The writer is the Chief Business Development Officer at 99x and drives strategic business deals across various domains with key prospects, customers, innovation partners and industry influencers. With over 18 years of experience, he has worked across many disciplines including business analysis, delivery management, people development and marketing, and has been a catalyst in driving change across the organization.)
In an era where global financial markets demand innovation and agility, Acuity Knowledge Partners has positioned Sri Lanka as a strategic hub for high-value knowledge services. At the helm of this transformation is Jehan Jeyaretnam, Country Head of Acuity’s Sri Lanka operations, whose two-decade journey with the firm mirrors the nation’s growing prominence in the global knowledge process outsourcing (KPO) sector.
Sri Lanka’s exceptional talent pool, which is highly educated, tech-savvy, and globally aware, is the cornerstone of Acuity’s success, asserted Jeyaretnam during an interview with The Island Financial Review. The following are some excerpts from the interview.
“With over 500 professionals in Sri Lanka supporting global clients in investment research, compliance, and data analytics, the firm has forged robust partnerships with universities like Kelaniya, fostering talent through graduate programmes, mentorship, and initiatives such as its decade-long sponsorship of inter-university academic competitions.’’
“Acuity’s commitment to nurturing expertise is evident in its status as a leading employer of CFA charter holders locally and its consistent recognition as a top employer by AICPA & CIMA, climbing to 9th place globally in 2024. Our people access global opportunities and clear career pathways,” Jeyaretnam noted, emphasising long-term growth over talent development.
“Beyond its economic footprint, Acuity’s “Be Kind” ethos drives community initiatives focused on education, sustainability, and welfare. Partnerships with NGOs like Child Action Lanka, tree-planting campaigns, and digital literacy programmes underscore Acuity’s dedication to uplifting underserved communities. Giving back isn’t optional. It’s ingrained in our culture,” Jeyaretnam stated.
Reflecting on his 20-year journey, Jeyaretnam attributed Acuity’s evolution from a ‘small team with big ambitions’ to a global KPO leader with a philosophy centered on trust and empowerment.
“Leadership is about building others up,” he said, highlighting mentorship and continuous learning as catalysts for innovation.
When asked about his personal accomplishments, he said, “Witnessing employees ascend to leadership roles is my most rewarding accomplishment.”
To youth eyeing careers in capital markets, Jeyaretnam advised adaptability, curiosity, and integrity.
“Success stems from asking questions, seeking feedback, and grounding yourself in financial fundamentals,” he stressed, citing Acuity analysts who’ve risen to become industry experts.
As Acuity eyes the future, Jeyaretnam reaffirmed its commitment to innovation, talent development, and scaling Sri Lanka’s capabilities.
“We’ll keep investing in Sri Lanka, ensuring we’re resilient and ready to meet tomorrow’s challenges together,” he asserted, encapsulating Acuity’s clients, employees and stakeholders.
In a world where knowledge is currency, Acuity Knowledge Partners and Sri Lanka’s talent are proving to be invaluable global assets.
By Sanath Nanayakkare
In a bold and pioneering move, John Keells Properties (JKP), in collaboration with MullenLowe, has launched “Minutes Away – The Smartest Campaign in Sri Lanka” for JKP’s smart apartment development, TRI-ZEN. Redefining how real estate is experienced and promoted in the digital age, this campaign is the first in Sri Lanka to utilize Meta Ray- Ban Smart Glasses—bringing viewers into a fully immersive, first-person perspective that captures the essence of smart urban living like never before.
As Sri Lanka’s first smart apartment complex, TRI-ZEN has consistently set new benchmarks in urban innovation. Now, with the Minutes Away campaign, John Keells Properties elevates its brand storytelling by delivering a unique point-of-view (POV) journey, giving audiences the chance to see through the eyes of a resident navigating the conveniences of smart city living—from seamlessly connected spaces to vibrant city life just minutes away.
“Innovation is embedded in the DNA of John Keells Properties,” said Chamal Fonseka, Assistant Vice President of John Keells Holdings and Head of Brand Strategy s Customer Experience at John Keells Properties. “With ‘Minutes Away’, we wanted to push the boundaries of how real estate is communicated. The use of Meta Ray-Ban Glasses not only allows us to immerse our audience in the daily rhythm of a TRI-ZEN resident—it also marks a first for Sri Lanka in terms of campaign technology and narrative style. This campaign is not just about showcasing a product—it’s about enabling prospective homeowners to feel the lifestyle TRI-ZEN offers. And there’s no better way than putting them quite literally in the shoes of a resident.”
The Meta Ray-Ban Glasses are at the heart of this one-of-a-kind activation, enabling content to be captured from a natural, unfiltered perspective—no gimbals, no staging, just real- time storytelling. Whether it’s a short commute to Colombo’s key hotspots, smart home features activating at a touch, or the energy of city life just steps away, the viewer experiences it all through the eyes of the modern, connected homeowner.
As global gold prices soar and investors worldwide turn to gold as a trusted store of value, Amana Life Insurance stands out for offering Sri Lankans a rare and rewarding opportunity to invest in gold through life insurance.
Amana Life Insurance is the only life insurer in Sri Lanka offering customers access to a dedicated Gold Investment Fund across all life insurance products including retirement, education, and health plans. This presents a unique opportunity for Sri Lankans to save in gold and receive gold at maturity, combining financial protection with the long-term stability of a globally valued asset.
As of March 31st, 2025, the Gold Investment Fund delivered an impressive 12-month return of 19 percent, offering strong returns for policyholders who chose the Gold Fund investment option as part of their wealth planning strategy.
Whether you’re planning for your child’s education, retirement, or long-term wealth creation, Amana Life Insurance gives you access to one of Sri Lanka’s most diverse and high-performing investment portfolios. These include the Protected Multiple Fund, Stable Multiple Fund, Growth Multiple Fund, Volatile Multiple Fund, Bullion Multiple Fund, and the standout Gold Investment Fund, each designed to match different financial goals and risk profiles.
Commenting on the fund’s performance, Gehan Rajapakse, CEO of Amana Life Insurance, stated: “The continued rise in global gold prices underscores the importance of offering innovative, long-term investment options. The strong performance of our Gold Investment Fund reflects our deep commitment to creating lasting value for our policyholders. However, we remind customers that past performance is not indicative of future results, and every investment should be aligned with one’s financial goals and market outlook.”
As Sri Lanka’s most awarded insurer, Amana Life Insurance continues to lead with foresight, innovation, and a customer-first mindset, enabling every Sri Lankan to secure their future with confidence and clarity.
IGP Deshabandhu Tennakoon informed to be present before the Committee of Inquiry on 19th May
UNESCO Director General candidate Dr. Khaled El Enany meets Deputy Speaker of Parliament of Sri Lanka
Samantha Ranasinghe sworn in as a Member of Parliament
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