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Changing Culture and Systems at Ceylon Ceramics Corporation

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Lessons from my career: Synthesising management theory with practice – Part 14

The Initiation

The earlier episode described how I decided to take up the position of General Manager (GM) of the Ceylon Ceramics Corporation. When I showed no interest, I was persuaded to try it for one year, and I accepted. The events I will describe today will show you what a hectic year it was.

My arrival at Ceylon Ceramics was very low-key. Unlike today, there were no welcoming ceremonies. I crept into my drab room, met my secretary, and then met the Chairman, who held a meeting and introduced me to the staff. In the next few weeks, I visited the Piliyandala office, where the primary operations and the real head office were. It was a large organization with two plants in Piliyandala and Negombo producing tableware and sanitary ware, five plants producing raw materials and even supplying Noritake and Dankotuwa, located in all parts of the country; Boralesgamuwa, Meetiyagoda, Hungama, Owala Kaikawala, Dediyawala.

The Brick and Tile Division had factories in Mahiyangana, Yatiyana, Bingiriya, Bangadeniya, Elayapattuwa, Odussudan, and Irakkamam. There was an Ornamental ware factory in Peradeniya. With 4,500 people, it was indeed a vast and complex operation. Managing it was a formidable task. For the first time, I worked for a female boss, Mrs Beligammana, who was very smart, having attended the London School of Economics, and I got on very well with her.

First Task

I arrived at Ceylon Ceramics on 1 May 1988. I chose the date so that I could give leadership to my former place of work to prepare the draft Annual Accounts and submit it to the Auditor General before 30 April, which was the deadline under the Finance Act of 1971. In fact, most corporations at that time were very concerned about getting the “Received” seal at the Auditor General’s Department by the deadline. When I inquired whether the draft accounts of Ceylon Ceramics had been submitted on time, I was shocked to find that the accounts were nowhere near completion. I informed the Board that even the Board may be subject to a fine. The concerned Board asked me to give high priority to completing the Accounts.

I rushed to Piliyandala, where the Accounts Division was located, and had a meeting. With the excuses and subtle hints, I realized that there was something I wasn’t being told. It finally came out. The practice was that the team could work the whole night for about a week to complete the task. That was not all; they had to be provided with liquor for that entire duration. I was firm and said, “No liquor will be provided and no night work either, but you all will be responsible for the delay in finalizing accounts”. I had to get involved because the Head of Finance had left before I arrived, and the Deputy was on maternity leave. The officer left was the Chief Accountant, who didn’t seem capable of handling his team.

Fortunately for me, the Chief Accountant, a CIMA accountant, left without notice. I replaced him with the Cost Account, a Chartered Accountant finalist. He gave leadership and got the accounts done. This demonstrated the need for a multidisciplinary CEO who is hands-on. Everyone recommends delegation in theory, but in many instances, I have found that delegation doesn’t work as it should, and some direct intervention sometimes becomes necessary.

A short time later, like a bolt from the blue, I received the audit opinion for the previous year from the Auditor General; it was a disclaimer. Auditors’ opinion varies from Clear and qualified opinions to disclaimer and adverse. The disclaimer means that an opinion cannot be expressed because there is no evidence to support income and expenditure. I once again rushed to Piliyandala, rounded up the accounting staff, and asked, “Aren’t you ashamed of yourselves to get a disclaimer?” whereupon one senior staff member said, “No, MD, we are not ashamed because, for the last six years, we got disclaimers!” I decided that we needed to change the documentation and accounting culture.

Many of the staff were violating the procedure because Dr Anura Weeraratne had said, “This is the way to do business; don’t worry too much about procedures” I am sure Dr Anura Weeraratna never wanted to propagate such a culture. Dr Anura Weeraratna was the founder Chairman of Ceylon Ceramics and a previous Secretary to the Ministry of Industries. He is considered a legend and the father of the ceramics industry. He is credited with bringing Noritake from Japan amidst many obstacles placed by the then-socialist government. There were many instances where my insistence on proper documentation was seen as an obstacle to business, but I pressed on.

Then, another notice came from parliament that we had not submitted the annual reports for the past two years. Nobody followed the compliance requirements. The printed copies were available, but someone had blundered and sent them to the stores instead of to parliament. This was immediately rectified. The first six months passed, attending to all the past lapses, and I had no time to focus on the factories and marketing strategies.

Addressing Communication Gap

On my first trip to the Piliyandala factory, a senior manager queried why I wasn’t paying the salary increase arrears despite a clearance sale bringing in over LKR 100,000. I asked him to guess the cash requirements to settle the arrears. His guess was about LKR 100,000. I corrected him, saying it would be several million rupees and we have no such cash. In conversion, I realized that he had no idea whether the Corporation was running at a profit or loss.

In fact, many executives had no idea about corporate issues. I organized a full-day conference to brief the top 20 of the 50 executives we had about finances, profitability, etc. Starting with a quiz on these executives’ knowledge of the Corporation’s affairs, I found that 50% of the executives gave the wrong answers. Many did not know whether we were running at a profit or a loss. A regular newsletter further addressed the knowledge gap. Many came to me later and thanked me for the very enlightening briefing. The briefing became a regular event, and the awareness levels increased substantially as time went by.

At the first Board meeting, I informed the Board that I needed a computer and a plotter in my office and one at Piliyandala. I said I could not have controlled such a diversified operation without the help of computers. The Board agreed unanimously, and they were purchased. As soon as they were received, there was uproar. The unions approached one of the DGMs and complained, “The new GM is wasting money, and why do we need computers?” The DGMs themselves were unfamiliar with the subject and had agreed with the unions. I had a generation gap with the DGMs. I was the GM, 38 years old, and wanted to modernize the Corporation while my DGMs were over 55 and more traditional. Months later, one DGM confided in me that he didn’t understand how computers would be helpful then, but now he realizes their usefulness. The computer system was a great help to store and analyze data and make presentations through graphical forms.

Changing Costing and Sales culture

A single incident sparked this change. We had an order for cake mixing bowls, which we successfully completed, but some rejects were usable. We had sold the reject stock to our dealers and soon our sales staff complained that the dealers were reselling to customers at a very high price, and that I should stop this. I systematically questioned them on why we sold at a cost plus price when the price a customer could bear was evident in the market. We produced more cake mixing bowls and sold them directly to customers at a high price, earning a good profit.

A similar story emerged when the demand for coloured sanitaryware outstripped the production capacity. The coloured sanitaryware was, therefore, rationed. We increased the price of colored items and balanced the demand. Many customers complained that the Colpetty showrooms did not have straw to protect sanitaryware when customers load their new purchases into the cars. The answer I got was that “customers must bring their own straw”. Here again, the culture was changed. Many similar incidents enhanced the profit by calculating the contribution made from a cubic foot of the limited resource, the final kiln.

Troubles begin

The trouble began with a group calling themselves some exotic name, which I forget now, demanding that we close the factories. The Hungama manager called and said they are still operating but may have to close soon. Our raw material factory in the Kalutara District closed because a group had asked them to. I had to attend a special ministry meeting and was told to reopen the Kalutara factory. I conveyed this to our manager, and he reopened the factory. That night, the factory office and the tractor were torched. It was closed once again.

Our main kiln, which ran on diesel, cannot be stopped immediately. It takes over two weeks to shut down on a gradual temperature gradient. If not, it will crack, making the kiln unusable forever. The Petroleum Corporation was willing to supply diesel provided we sent a bowser with a police escort. Fortunately, my computer was available, and I could type letters to Petroleum and Police Field Force Headquarters. I had neither a driver nor a secretary. A small chit to close the office frightened them, and they stayed home. We were preparing a Corporate Strategic Plan, but we immediately shifted to contingency planning, documenting all the resource suppliers from private mines, such as bowsers, lorries, and clay suppliers. So, we were ready for all contingencies, and our contingency plan worked.

Japanese and Sri Lankan officials from Noritake in Matale suddenly arrived and wanted our help to source diesel. Without diesel, their kiln would have suffered the same fate. I arranged with Petroleum, and they, too, received their requirements. Fortunately, the militant group controlling the Rattota area had given permission to use the Noritake bowser.

The Threat of high Maternity leave

With curfews and transport disruptions, the attendance at our factories was abysmal. At a meeting at the Ministry, a decision was made to work a 24-hour shift and give two days off. I knew this was not practical, but who was I to question? I came back and informed my three DGMs about the decision. One DGM immediately responded. “GM, our male workers will love this, but please expect a very high maternity leave in nine months. Besides, where could we accommodate the girls safely? We didn’t implement the “wonderful” idea.

Just before these disturbances, I learned that the Piliyandala workers were planning a strike. I informed our Chairperson. The next morning, I received a call at 6 am. The strike has started. The issue was the salary arrears. Our Chairperson, although a lady, was very courageous. She got onto a barrel and addressed the crowd. We had decided to raise the funds somehow and pay without further escalating the tense situation. I announced that we would pay the arrears on a particular day. This took the wind off their sales. They never expected this response. They were ready for a long struggle. They took me hostage until I gave in writing our decision to pay. All was well thereafter.

The next episode will contain details of my difficult interaction with the army commander, the training culture and other events.

(The writer is Consultant on Productivity and Japanese Management Techniques. Retired Chairman/Director of several Listed and Unlisted companies.

Awardee of the APO Regional Award for promoting Productivity in the Asia and Pacific Region

Recipient of the “Order of the Rising Sun, Gold and Silver Rays” from the Government of Japan.

He can be contacted through email at bizex.seminarsandconsulting@gmail.com)

by Sunil G Wijesinha ✍️



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Disaster-proofing paradise: Sri Lanka’s new path to global resilience

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iyadasa Advisor to the Ministry of Science & Technology and a Board of Directors of Sri Lanka Atomic Energy Regulatory Council A value chain management consultant to www.vivonta.lk

As climate shocks multiply worldwide from unseasonal droughts and flash floods to cyclones that now carry unpredictable fury Sri Lanka, long known for its lush biodiversity and heritage, stands at a crossroads. We can either remain locked in a reactive cycle of warnings and recovery, or boldly transform into the world’s first disaster-proof tropical nation — a secure haven for citizens and a trusted destination for global travelers.

The Presidential declaration to transition within one year from a limited, rainfall-and-cyclone-dependent warning system to a full-spectrum, science-enabled resilience model is not only historic — it’s urgent. This policy shift marks the beginning of a new era: one where nature, technology, ancient wisdom, and community preparedness work in harmony to protect every Sri Lankan village and every visiting tourist.

The Current System’s Fatal Gaps

Today, Sri Lanka’s disaster management system is dangerously underpowered for the accelerating climate era. Our primary reliance is on monsoon rainfall tracking and cyclone alerts — helpful, but inadequate in the face of multi-hazard threats such as flash floods, landslides, droughts, lightning storms, and urban inundation.

Institutions are fragmented; responsibilities crisscross between agencies, often with unclear mandates and slow decision cycles. Community-level preparedness is minimal — nearly half of households lack basic knowledge on what to do when a disaster strikes. Infrastructure in key regions is outdated, with urban drains, tank sluices, and bunds built for rainfall patterns of the 1960s, not today’s intense cloudbursts or sea-level rise.

Critically, Sri Lanka is not yet integrated with global planetary systems — solar winds, El Niño cycles, Indian Ocean Dipole shifts — despite clear evidence that these invisible climate forces shape our rainfall, storm intensity, and drought rhythms. Worse, we have lost touch with our ancestral systems of environmental management — from tank cascades to forest sanctuaries — that sustained this island for over two millennia.

This system, in short, is outdated, siloed, and reactive. And it must change.

A New Vision for Disaster-Proof Sri Lanka

Under the new policy shift, Sri Lanka will adopt a complete resilience architecture that transforms climate disaster prevention into a national development strategy. This system rests on five interlinked pillars:

Science and Predictive Intelligence

We will move beyond surface-level forecasting. A new national climate intelligence platform will integrate:

AI-driven pattern recognition of rainfall and flood events

Global data from solar activity, ocean oscillations (ENSO, MJO, IOD)

High-resolution digital twins of floodplains and cities

Real-time satellite feeds on cyclone trajectory and ocean heat

The adverse impacts of global warming—such as sea-level rise, the proliferation of pests and diseases affecting human health and food production, and the change of functionality of chlorophyll—must be systematically captured, rigorously analysed, and addressed through proactive, advance decision-making.

This fusion of local and global data will allow days to weeks of anticipatory action, rather than hours of late alerts.

Advanced Technology and Early Warning Infrastructure

Cell-broadcast alerts in all three national languages, expanded weather radar, flood-sensing drones, and tsunami-resilient siren networks will be deployed. Community-level sensors in key river basins and tanks will monitor and report in real-time. Infrastructure projects will now embed climate-risk metrics — from cyclone-proof buildings to sea-level-ready roads.

Governance Overhaul

A new centralised authority — Sri Lanka Climate & Earth Systems Resilience Authority — will consolidate environmental, meteorological, Geological, hydrological, and disaster functions. It will report directly to the Cabinet with a real-time national dashboard. District Disaster Units will be upgraded with GN-level digital coordination. Climate literacy will be declared a national priority.

People Power and Community Preparedness

We will train 25,000 village-level disaster wardens and first responders. Schools will run annual drills for floods, cyclones, tsunamis and landslides. Every community will map its local hazard zones and co-create its own resilience plan. A national climate citizenship programme will reward youth and civil organisations contributing to early warning systems, reforestation (riverbank, slopy land and catchment areas) , or tech solutions.

Reviving Ancient Ecological Wisdom

Sri Lanka’s ancestors engineered tank cascades that regulated floods, stored water, and cooled microclimates. Forest belts protected valleys; sacred groves were biodiversity reservoirs. This policy revives those systems:

Restoring 10,000 hectares of tank ecosystems

Conserving coastal mangroves and reintroducing stone spillways

Integrating traditional seasonal calendars with AI forecasts

Recognising Vedda knowledge of climate shifts as part of national risk strategy

Our past and future must align, or both will be lost.

A Global Destination for Resilient Tourism

Climate-conscious travelers increasingly seek safe, secure, and sustainable destinations. Under this policy, Sri Lanka will position itself as the world’s first “climate-safe sanctuary island” — a place where:

Resorts are cyclone- and tsunami-resilient

Tourists receive live hazard updates via mobile apps

World Heritage Sites are protected by environmental buffers

Visitors can witness tank restoration, ancient climate engineering, and modern AI in action

Sri Lanka will invite scientists, startups, and resilience investors to join our innovation ecosystem — building eco-tourism that’s disaster-proof by design.

Resilience as a National Identity

This shift is not just about floods or cyclones. It is about redefining our identity. To be Sri Lankan must mean to live in harmony with nature and to be ready for its changes. Our ancestors did it. The science now supports it. The time has come.

Let us turn Sri Lanka into the world’s first climate-resilient heritage island — where ancient wisdom meets cutting-edge science, and every citizen stands protected under one shield: a disaster-proof nation.

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The minstrel monk and Rafiki the old mandrill in The Lion King – I

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Why is national identity so important for a people? AI provides us with an answer worth understanding critically (Caveat: Even AI wisdom should be subjected to the Buddha’s advice to the young Kalamas):

‘A strong sense of identity is crucial for a people as it fosters belonging, builds self-worth, guides behaviour, and provides resilience, allowing individuals to feel connected, make meaningful choices aligned with their values, and maintain mental well-being even amidst societal changes or challenges, acting as a foundation for individual and collective strength. It defines “who we are” culturally and personally, driving shared narratives, pride, political action, and healthier relationships by grounding people in common values, traditions, and a sense of purpose.’

Ethnic Sinhalese who form about 75% of the Sri Lankan population have such a unique identity secured by the binding medium of their Buddhist faith. It is significant that 93% of them still remain Buddhist (according to 2024 statistics/wikipedia), professing Theravada Buddhism, after four and a half centuries of coercive Christianising European occupation that ended in 1948. The Sinhalese are a unique ancient island people with a 2500 year long recorded history, their own language and country, and their deeply evolved Buddhist cultural identity.

Buddhism can be defined, rather paradoxically, as a non-religious religion, an eminently practical ethical-philosophy based on mind cultivation, wisdom and universal compassion. It is  an ethico-spiritual value system that prioritises human reason and unaided (i.e., unassisted by any divine or supernatural intervention) escape from suffering through self-realisation. Sri Lanka’s benignly dominant Buddhist socio-cultural background naturally allows unrestricted freedom of religion, belief or non-belief for all its citizens, and makes the country a safe spiritual haven for them. The island’s Buddha Sasana (Dispensation of the Buddha) is the inalienable civilisational treasure that our ancestors of two and a half millennia have bequeathed to us. It is this enduring basis of our identity as a nation which bestows on us the personal and societal benefits of inestimable value mentioned in the AI summary given at the beginning of  this essay.

It was this inherent national identity that the Sri Lankan contestant at the 72nd Miss World 2025 pageant held in Hyderabad, India, in May last year, Anudi Gunasekera, proudly showcased before the world, during her initial self-introduction. She started off with a verse from the Dhammapada (a Pali Buddhist text), which she explained as meaning “Refrain from all evil and cultivate good”. She declared, “And I believe that’s my purpose in life”. Anudi also mentioned that Sri Lanka had gone through a lot “from conflicts to natural disasters, pandemics, economic crises….”, adding, “and yet, my people remain hopeful, strong, and resilient….”.

 “Ayubowan! I am Anudi Gunasekera from Sri Lanka. It is with immense pride that I represent my Motherland, a nation of resilience, timeless beauty, and a proud history, Sri Lanka.

“I come from Anuradhapura, Sri Lanka’s first capital, and UNESCO World Heritage site, with its history and its legacy of sacred monuments and stupas…….”.

The “inspiring words” that Anudi quoted are from the Dhammapada (Verse 183), which runs, in English translation: “To avoid all evil/To cultivate good/and to cleanse one’s mind -/this is the teaching of the Buddhas”. That verse is so significant because it defines the basic ‘teaching of the Buddhas’ (i.e., Buddha Sasana; this is how Walpole Rahula Thera defines Buddha Sasana in his celebrated introduction to Buddhism ‘What the Buddha Taught’ first published in1959).

Twenty-five year old Anudi Gunasekera is an alumna of the University of Kelaniya, where she earned a bachelor’s degree in International Studies. She is planning to do a Master’s in the same field. Her ambition is to join the foreign service in Sri Lanka. Gen Z’er Anudi is already actively engaged in social service. The Saheli Foundation is her own initiative launched to address period poverty (i.e., lack of access to proper sanitation facilities, hygiene and health education, etc.) especially  among women and post-puberty girls of low-income classes in rural and urban Sri Lanka.

Young Anudi is primarily inspired by her patriotic devotion to ‘my Motherland, a nation of resilience, timeless beauty, and a proud history, Sri Lanka’. In post-independence Sri Lanka, thousands of young men and women of her age have constantly dedicated themselves, oftentimes making the supreme sacrifice, motivated by a sense of national identity, by the thought ‘This is our beloved Motherland, these are our beloved people’.

The rescue and recovery of Sri Lanka from the evil aftermath of a decade of subversive ‘Aragalaya’ mayhem is waiting to be achieved, in every sphere of national engagement, including, for example, economics, communications, culture and politics, by the enlightened Anudi Gunasekeras and their male counterparts of the Gen Z, but not by the demented old stragglers lingering in the political arena listening to the unnerving rattle of “Time’s winged chariot hurrying near”, nor by the baila blaring monks at propaganda rallies.

Politically active monks (Buddhist bhikkhus) are only a handful out of  the Maha Sangha (the general body of Buddhist bhikkhus) in Sri  Lanka, who numbered just over 42,000  in 2024. The vast majority of monks spend their time quietly attending to their monastic duties. Buddhism upholds social and emotional virtues such as universal compassion, empathy, tolerance and forgiveness that protect a society from the evils of tribalism, religious bigotry and death-dealing religious piety.

Not all monks who express or promote political opinions should be censured. I choose to condemn only those few monks who abuse the yellow robe as a shield in their narrow partisan politics. I cannot bring myself to disapprove of the many socially active monks, who are articulating the genuine problems that the Buddha Sasana is facing today. The two bhikkhus who are the most despised monks in the commercial media these days are Galaboda-aththe Gnanasara and Ampitiye Sumanaratana Theras.  They have a problem with their mood swings. They have long been whistleblowers trying to raise awareness respectively, about spreading religious fundamentalism, especially, violent Islamic Jihadism, in the country and about the vandalising of the Buddhist archaeological heritage sites of the north and east provinces. The two middle-aged monks (Gnanasara and Sumanaratana) belong to this respectable category. Though they are relentlessly attacked in the social media or hardly given any positive coverage of the service they are doing, they do nothing more than try to persuade the rulers to take appropriate action to resolve those problems while not trespassing on the rights of people of other faiths.

These monks have to rely on lay political leaders to do the needful, without themselves taking part in sectarian politics in the manner of ordinary members of the secular society. Their generally demonised social image is due, in my opinion, to  three main reasons among others: 1) spreading misinformation and disinformation about them by those who do not like what they are saying and doing, 2) their own lack of verbal restraint, and 3) their being virtually abandoned to the wolves by the temporal and spiritual authorities.

(To be continued)

By Rohana R. Wasala ✍️

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US’ drastic aid cut to UN poses moral challenge to world

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An UN humanitarian mission in the Gaza. [File: Ashraf Amra/Anadolu Agency]

‘Adapt, shrink or die’ – thus runs the warning issued by the Trump administration to UN humanitarian agencies with brute insensitivity in the wake of its recent decision to drastically reduce to $2bn its humanitarian aid to the UN system. This is a substantial climb down from the $17bn the US usually provided to the UN for its humanitarian operations.

Considering that the US has hitherto been the UN’s biggest aid provider, it need hardly be said that the US decision would pose a daunting challenge to the UN’s humanitarian operations around the world. This would indeed mean that, among other things, people living in poverty and stifling material hardships, in particularly the Southern hemisphere, could dramatically increase. Coming on top of the US decision to bring to an end USAID operations, the poor of the world could be said to have been left to their devices as a consequence of these morally insensitive policy rethinks of the Trump administration.

Earlier, the UN had warned that it would be compelled to reduce its aid programs in the face of ‘the deepest funding cuts ever.’ In fact the UN is on record as requesting the world for $23bn for its 2026 aid operations.

If this UN appeal happens to go unheeded, the possibilities are that the UN would not be in a position to uphold the status it has hitherto held as the world’s foremost humanitarian aid provider. It would not be incorrect to state that a substantial part of the rationale for the UN’s existence could come in for questioning if its humanitarian identity is thus eroded.

Inherent in these developments is a challenge for those sections of the international community that wish to stand up and be counted as humanists and the ‘Conscience of the World.’ A responsibility is cast on them to not only keep the UN system going but to also ensure its increased efficiency as a humanitarian aid provider to particularly the poorest of the poor.

It is unfortunate that the US is increasingly opting for a position of international isolation. Such a policy position was adopted by it in the decades leading to World War Two and the consequences for the world as a result of this policy posture were most disquieting. For instance, it opened the door to the flourishing of dictatorial regimes in the West, such as that led by Adolph Hitler in Germany, which nearly paved the way for the subjugation of a good part of Europe by the Nazis.

If the US had not intervened militarily in the war on the side of the Allies, the West would have faced the distressing prospect of coming under the sway of the Nazis and as a result earned indefinite political and military repression. By entering World War Two the US helped to ward off these bleak outcomes and indeed helped the major democracies of Western Europe to hold their own and thrive against fascism and dictatorial rule.

Republican administrations in the US in particular have not proved the greatest defenders of democratic rule the world over, but by helping to keep the international power balance in favour of democracy and fundamental human rights they could keep under a tight leash fascism and linked anti-democratic forces even in contemporary times. Russia’s invasion and continued occupation of parts of Ukraine reminds us starkly that the democracy versus fascism battle is far from over.

Right now, the US needs to remain on the side of the rest of the West very firmly, lest fascism enjoys another unfettered lease of life through the absence of countervailing and substantial military and political power.

However, by reducing its financial support for the UN and backing away from sustaining its humanitarian programs the world over the US could be laying the ground work for an aggravation of poverty in the South in particular and its accompaniments, such as, political repression, runaway social discontent and anarchy.

What should not go unnoticed by the US is the fact that peace and social stability in the South and the flourishing of the same conditions in the global North are symbiotically linked, although not so apparent at first blush. For instance, if illegal migration from the South to the US is a major problem for the US today, it is because poor countries are not receiving development assistance from the UN system to the required degree. Such deprivation on the part of the South leads to aggravating social discontent in the latter and consequences such as illegal migratory movements from South to North.

Accordingly, it will be in the North’s best interests to ensure that the South is not deprived of sustained development assistance since the latter is an essential condition for social contentment and stable governance, which factors in turn would guard against the emergence of phenomena such as illegal migration.

Meanwhile, democratic sections of the rest of the world in particular need to consider it a matter of conscience to ensure the sustenance and flourishing of the UN system. To be sure, the UN system is considerably flawed but at present it could be called the most equitable and fair among international development organizations and the most far-flung one. Without it world poverty would have proved unmanageable along with the ills that come along with it.

Dehumanizing poverty is an indictment on humanity. It stands to reason that the world community should rally round the UN and ensure its survival lest the abomination which is poverty flourishes. In this undertaking the world needs to stand united. Ambiguities on this score could be self-defeating for the world community.

For example, all groupings of countries that could demonstrate economic muscle need to figure prominently in this initiative. One such grouping is BRICS. Inasmuch as the US and the West should shrug aside Realpolitik considerations in this enterprise, the same goes for organizations such as BRICS.

The arrival at the above international consensus would be greatly facilitated by stepped up dialogue among states on the continued importance of the UN system. Fresh efforts to speed-up UN reform would prove major catalysts in bringing about these positive changes as well. Also requiring to be shunned is the blind pursuit of narrow national interests.

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