Features
HOTEL MANAGER AT AGE 25 – Part 38
CONFESSIONS OF A GLOBAL GYPSY
By Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca
Preparations to Hand Over
Towards the end of 1978, my employer, Walkers Tours/John Keells Holdings Group confirmed that I would be promoted to the Manager of their Hotel Swanee, Moragalla, Beruwala on February 1, 1979. They further confirmed that as soon as I moved to Hotel Swanee (which was a short drive from Hotel Ceysands), I would continue to manage the Food and Beverage operations and kitchens of Ceysands until the tourist season ended around early April, 1979.
I was happy to do both jobs for a short period of time. However, I was hopeful that my successor, particularly a new Executive Chef, would be appointed for Ceysands sooner than later. I was keen to do a professional hand over and help with an orientation for my successor.
During my last couple of months at Ceysands I focused mainly on training and developing the kitchen, restaurant and bar teams. For the 1978/1979 tourist season, the hotel needed around 12 new food and beverage servers. I recruited 24 young persons without any experience in the hotel industry mainly from nearby towns and villages. I used the current employees to spread the word around to their friends that Ceysands was a great employer. They were recruited as temporary trainees for a period of one month. They were paid minimum wages and provided with meals. All that was required of them was to attend the practical training that I conducted with the restaurant supervisors as my co-trainers.
On the first day, the trainees were informed that there would be practical tests held during the last week of their training period and only the top 12 trainees would be offered jobs. That competitive incentive made the initiative extremely successful. Basic English, German and French terms that were used in hotels were also included as a part of the curriculum. We arranged for continuous on the job training to the successful 12 trainees.
The most effective elements in this training and development program were the opportunities we provided for the new trainees to shadow more experienced servers. Learning through peers was powerful as long as the peers had learned the right skills and had some on the job training skills. To my great delight, some of the new trainees progressed well in the hotel industry. They developed quickly and became operational supervisors and managers within a few years. In the hospitality industry, employees with the right attitude and the basic skills training could progress rapidly without any formal certifications.
Preparations to Take Over
Well before starting the new job I focused on getting a better understanding of the culture, ownership, structure, concept, strengths, weaknesses, challenges and opportunities of Hotel Swanee. When I was a student of the Ceylon Hotel School four and half years ago in 1974, I was actually present at the opening ceremony of Hotel Swanee. It was an advantage that I knew the colleague who took over the management of the hotel on behalf of Walkers Tours in 1975, Jayantha Silva and the outgoing manager, Ratana Lawrence.
Hotel Swanee wasn’t a well-planned and developed hotel. However, when Walkers Tours took over the hotel, they wisely invested in major upgrades for the hotel soon after the opening. They hired respected professionals such as Major Bevis Bawa, arguably the best landscape architect of Sri Lanka, to upgrade and maintain the landscaping. As the first hotel to be managed by Walkers Tours/JKH, it was also an important learning journey for the group who eventually became the largest hotel operator in Sri Lanka. At the age of 25, I was proud to be identified as the new Manager. I was determined to raise the hotel’s standards, reputation and increase profits to a new level.

The majority of the rooms of Hotel Swanee were on the ground floor, except for ten rooms that were on the second floor of a new wing completed just before I was transferred. The open concept with a large seafront garden in the middle of the room wings and the front garden were beautiful. The key challenge was that the hotel was right in the middle of a small but a notorious village called Moragalla. The managers before me had a series of major problems with a few toughs from the village.
Prior to leaving for my new job at Hotel Swanee, Captain D. A. Wickramasinghe (Wicks), the General Manager of Hotel Ceysands gave me some useful advice. I felt that he did so not only as my previous boss, but also as my intended father-in-law. I was treated like the son he never had. He even started calling me by my nickname, given to me by his teenage daughter. “Chandi, you have done wonders at Ceysands, but one area you must improve in is public speaking and public relations (PR). Try to develop these skills to build up your confidence.”
I took that advice very seriously and made a big effort to improve my public speaking, PR and understanding of marketing. In later years, I became a graduate of the Chartered Institute of Marketing (CIM) in the UK, read for an MPhil/PhD in International Hotel Marketing at the University of Surrey, UK, and then became a university professor and a popular keynote speaker. Those made Captain Wicks very proud. He used to say jokingly, “Chandi learnt all this PR from me!” with a big smile. Captain Wicks was a good man.
Understanding a Violent Culture
I learnt more about the Moragalla village culture and its high crime rate from my peer, the new Assistant Manager of Hotel Ceysands, Sanath Kumarasinghe. He had previously worked as the Assistant Manager of one of the Aitken Spence hotels, Pearl Beach, which adjoined Hotel Swanee. Sanath and the manager of that hotel, veteran hotelier Stylo Aha, were exposed to some unpleasant incidents caused by the village thugs. I introduced myself to Stylo and sought his advice.
Morogalla and the rest of Beruwala area had a strange relationship with hotels since the early 1970s. There were a dozen competing local thugs who claimed one hotel per thug as territory. It was like territories controlled by the five Mafia families in New York during the heyday of organized crime. For example, Rathu Aiyya was the thug in charge of Palm Gardens Hotel, the area of Confifi Hotel was controlled by Rathu Peter and Nimal was the thug in charge of the area of Hotel Neptune. Basically, these thugs believed that the management, employees, security guards and suppliers were under obligation to show them respect, do favours and sometimes pay protection money.
Other thugs Abey, Goulding alias King and Newton controlled sections of the beach. They had a system to book the tourists as they walk towards the beach. It was done in a very organized manner. Once one beach boy booked a tourist no other beach boy could approach that tourist. Beach boys paid a percentage of their earnings to the thugs as protection money. Gradually as more hotels were built in Beruwala area the number of beach boys neared 1,000. This beach boy “tout menace” was a major problem for tourism in Sri Lanka.

The toughest thug, Solomon Mudalali was in charge of the area surrounding Hotel Swanee and Solomon’s elder son, Shantha, an army deserter, was like the Mafia underboss. I had heard that Solomon and Shantha had some major conflicts with the previous manager of Hotel Swane resulting in Solomon, Shantha and their tourist van to be prohibited from entering Hotel Swanee property. They were targeting attacking the Manager if and when he stepped outside the hotel gate.
These thugs controlled the areas where the hotels were built and the access to the hotels from Galle Road. Generally, they were not that violent during daytime, unless someone challenged their authority or disrespected them. Evenings were a different story, as hotels generally prohibited the locals access to hotel bars after sunset. Some of these thugs in the evenings acted like lions. Their Dutch courage resulted from consuming kassipu locally distilled under the protection of the thugs.
Over the years some thugs were eliminated by rival gangs and new leaders emerged. In later years, a new generation of leaders bearing some “funny” nicknames such as Kakka, Raththaran, Ibba, Sudu malli, and Mutgumuni were crowned as the new territorial bosses. Some who were able to survive the rivalry and sustain their power for a long period of time and even became rich businessmen and politicians.
I was happy to note that there was an up-and-coming thug aiming to take control of the Hotel Swanee area. His nickname was Milk Board Mudalai as he operated a tourist taxi from a nearby milk board outlet. He had the reputation of being unpredictable when angry. He was a rival to Solomon’s authority. They were both scared of each other. I was thinking of the good old strategy that worked well for the colonial invaders, “divide and rule!”
When Captain Wicks heard of my creative ideas of dealing with the village problems in my new workplace and residence, he wasn’t happy. Just before I left Hotel Ceysands on February 1, 1979, he gave me one more piece of advice. “Chandi, in dealing with these thugs, show that you are tough, but never practice your toughness. For heaven’s sake, no Judo fight challenges! They will shoot and kill you.” I detected the nervousness in his voice. I smiled but made a mental note to take his advice seriously.
Action on My First Day
Owing to threats and challenges from Solomon, my predecessor had already left the hotel discreetly. Therefore, one of the senior Directors of Walkers Tours, Mr. Norman Impett, accompanied me to Hotel Swanee. After showing me to my office and the manager’s apartment by the swimming pool and seaside, he introduced me to the management team of five and the manager’s personal secretary.
He then said, “Chandana, take care. This is a tough hotel to manage, but I think that you will do well here. All the best!” He hurried away and I was left in charge. I was thinking of what action I should focus on first on my first day. I decided to take the bull by the horns in dealing with the main problem of the hotel.
I called Gamini Soyza, the Restaurant & Bar Manager to my office. Based on my earlier research, I knew that Gamini was a nephew of the medical doctor turned businessman and politician, Dr. Neville Fernando, who had built the hotel. Having worked at the hotel from its inception, Gamini knew the area well. “Do you know where Solomon Silva lives?” I asked Gamini. When he nervously said that he did, I told him, “Please go tell him that the new hotel manager would like to have a chat with him as soon as possible, ideally this morning”. Within 10 minutes Solomon showed up at my office with a loud bang on the door.
I welcomed him in Sinhala, “Āyubūvan Mudalali, thank you for coming to see me at such short notice. Please take a seat”. I pointed to a chair in front of my desk and closed the door. Instead of sitting behind my desk, I sat next to Solomon. Then there was a short period of silence while we looked at each other trying to get the hang of each other as we had never met before. Solomon was about twice my age and I guessed that he was around 50. He was dressed in a white shirt and a white sarong. He had a slight stammer and was curious about my intentions.
I told him that I knew of the past conflicts he had with my predecessors, but indicated that I wished to have a good rapport with important leaders of the village like him. I encouraged him to talk about his family and business interests. Within 30 minutes I learnt a lot about Solomon. His late father had been a well to do person owning a few fishing boats and a toddy tapping business. Due to a drinking and gambling addiction, his father had sold some of his seafront land at a low price to the developer of Hotel Swanee.
“You mean, this land would have been yours?” I inquired. He said, “Yes” and became a little emotional. He explained how he felt deeply insulted when he, the son of the previous owner of the property, and his van were barred from entering the land now owned and developed by rich outsiders. “I hated it when my fellow villagers laughed at me behind my back. Respect is very important to me” he confessed.

A Negotiated Settlement
When I asked Solomon what is his main business was, he said, “Tourism.” He told me that he made a living mainly by arranging tours around Sri Lanka for the guests of Hotel Swanee. Then I asked him to bring his tour van and show it to me. It was a reconditioned Toyota HiAce, but kept clean and tidy. At the end of our discussion, I gave him permission to park his van in the car park inside the hotel premises.
I called the hotel Maintenance Engineer who looked baffled and uncomfortable, when I instructed him to immediately get a prominent sign board painted and have it hung near the front office. It displayed the registration number of the van and confirmed that “Mr. K. Solomon Silva was the owner and driver of the vehicle. It was authorized by the Management of Hotel Swanee for tours of our guests.”
With that single gesture, Solomon became my biggest fan in Moragalla. He was very happy that the new manager had shown him respect and helped his reputation and business, all in one day. At that point I told him, “Solomon Mudalai, this is not free. You need to pay the hotel a monthly fee.” He looked somewhat surprised. I wanted to signal that the arrangement was not for protection’s sake but a business deal. We negotiated immediately and agreed on a reasonable fee. I then called the hotel’s Chief Accountant and asked him to draw up a contract and ensure that the money was collected on the first of each month.
After Solomon and I signed the contract, I told him that now he needed to do me a favour. I sought his help in getting the locals to leave the bars by 7:00 pm every day. We agreed and during my term as the Manager of Hotel Swanee, all villagers left the bar and hotel premises obediently and promptly on or before 7:00 pm, with one exception. Solomon usually overstayed by about 30 minutes to show all the other villagers that he was special. I turned a blind eye to that. I clearly understood his action and decided “not to sweat over the small stuff.”
Before Solomon left, I took a quick walk with him through the hotel garden and walked on the beach. Hotel employees as well as the beach boys/touts were surprised to see us together. After that we shook hands and agreed to keep in touch if the hotel ever had any village problems. My success on day one built up my confidence.
Getting Ready for the Next Steps…
Often newly promoted unit managers in any business tend to learn from previous best practices and follow the norms. Going with the flow is the safest and easiest. In my case I decided to be different instead of copying others. I needed a free hand to build an innovative management team aligned with my vision.
The next step was to focus on preparing for my first-ever public speech. I fixed a day to address the 100-member employee team within my first week at Hotel Swanee. Before that I got to get to know the five managers and senior supervisors in one-to-one meetings. I also wanted to meet the union leaders, West German tour leaders, all the repeat and long stay guests. More fun next week…
Features
Development must mean human development
Neo-liberal economists assess economic development using parameters like GDP growth, inflation rate, interest rates, debt/GDP ratio and such and recommend measures to improve these expecting a resultant improvement in poverty rates, employment and household income, but this seldom happens as revealed by increasing inequality, decline in real incomes, malnutrition and school dropouts. Increased GDP doesn’t always translate into improved living standards or reduced poverty if benefits aren’t shared.
Quality of life has to be measured in terms of health, education, morals, satisfying employment and cultural activity. Further the society and environment of humans must be conducive for achieving a satisfactory quality of life. Present development models designed to fit the global neoliberalism focus on the development of the economy often at the expense of poor lives, labour, environment, morals and culture.
Human Development
Development must mean human development because true progress focuses on expanding people’s freedoms, capabilities (health, education, skills), and choices, rather than just economic growth (GDP). It’s a people-centered process that ensures individuals can lead fulfilling, productive lives, requiring inclusive policies, social equity, environmental stewardship, and empowerment for meaningful participation in society, moving beyond mere income increases to holistic well-being and human potential. True development addresses social, cultural, political, and environmental aspects alongside economic progress for sustainable well-being. Development, at its core, is about the expansion of human potential and rights, ensuring everyone has a chance to achieve their full potential.
It’s a transformative process that prioritizes people, their freedoms, and their ability to shape their own lives, making it a fundamental human right and the true measure of societal progress. Investing in education, healthcare, and culture has a powerful multiplier effect on families and societies
If Sri Lanka is taken as an example, over the 70 years since independence economic, social, health and education disparity between the rich and the poor has increased. Poverty rate at present is 24%, malnutrition is hovering around 15%, school dropout rates are alarmingly high, environment and climate vulnerability as experienced recently is frightening, regarding morals less spoken the better, and debt pressure is uncontrollable despite IMF.
Global Scene
Global scene is no better with inequality rising even in countries like the US, Europe, except in China and Vietnam. Poverty rate in the US is 11% and in Europe 12%. In contrast, China and Vietnam, which are not wholly linked to the neo-liberal economic system, have poverty rates below 1% and 4%, respectively. India still has a substantial number below an income level of USD 3.65 per day amounting to about 40% though extreme poverty (income below USD 2.5 a day) has reduced to about 2%. The upper 10% in the countries with more than 10% poverty own more than 60% of the wealth. One may argue that poverty cannot be totally eliminated, however it needs only 0.3% of the global GDP to eradicate poverty of people living below an income level of USD 2.5 per day. The rich don’t seem to care about this sad situation.
Wealth inequality in Sri Lanka is severe, with recent UNDP reports (2023) placing it among the top five most unequal countries in Asia-Pacific, where the richest 1% own about 31% of wealth, while the poorest 50% own less than 4%; this concentration of assets, coupled with the recent economic crisis, exacerbates deep gaps between rich and poor. Income gaps are stark, with Colombo district seeing the richest group hold over 72% of household income, compared to lower-income areas. Despite easing inflation and reasonable GDP growth, food prices more than doubled between 2021 and 2024, contributing to elevated malnutrition and food insecurity and real wages remain below their 2019 levels.
These facts and figures clearly show that neo-liberal policies have failed in human development in Sri Lanka as well as all countries in the grip of neoliberalism. A quarter of the population is in decline in health, education, real income, employment, morals, culture and all other good aspects of living. On the other hand, in countries which are not bound by the neo-liberal global system poor people are not on the decline but are well incorporated in the inclusive system of governance. Martin Jacques a British journalist and author of When China Rules the World: The End of the Western World and the Birth of a New Global Order, has lauded the Chinese model for its economic success and argued that it represents a distinct, effective approach to governance.
Broad-based investment
Sourabh Gupta, a senior fellow at the Washington-based Institute for China-America Studies, has praised China’s governance model for its “broad-based” investment in people, including healthcare, education, and infrastructure. China’s governance model prioritizes stability and long-term policy continuity, positioning it as an adaptable and effective system in certain non-Western contexts. The model’s emphasis on performance-based governance, continuous public engagement through consultative mechanisms, and controlled media strategies presents a unique approach that aligns well with the developmental needs of some emerging economies (M Y Abesha, B F Kebede, 2024). Similarly praise for the Vietnamese system of government, often centers on its political stability, the success of its Đổi Mới (Renovation) economic reforms, and its ability to maintain rapid, sustained growth.
In the grip of neo-liberalism
It is not that the countries caught in the grip of neo-liberalism have not made special attempts to improve the lot of the poor and it is also true that there had been significant improvements but the gains are not stable, and are very much vulnerable to external vagaries such as Trump and his tariffs, climate disasters, etc. as recently observed in Sri Lanka where poverty jumped from 14% to 24%. This is the fault of the system we are caught in and not so much in the intentions or competence of governments. Having said that, the onus however, is on the rulers to try and develop alternate systems that address poverty and human development.
The greed dependent, consumerism driven, profit motivated neo-liberal systems focus on capital accumulation and expect benefits to trickle down to the poor, but as seen so often the amounts that trickle down are woefully inadequate to solve poverty. This is why the national poverty statistics show that the richest country in the world, the US has 11% poor people while China has almost none. This is despite continuous effort by the US government to solve and overcome the problem.
This predicament is common to all poor countries in the global south, they are all in the neo-liberal trap. Individual countries cannot escape even if they want to. If they attempt it what could happen could be seen when one looks around. Vietnam had to pay a heavy price to defeat two imperial powers and fortunately they had Ho Chi Minh which made all the difference. Iraq, Libya, Syria, Venezuela lost but their people may still harbour anti-imperial fervour and one day may rise up.
Need for new World Order
Instead of waiting for that day what has to be done, as I have repeatedly said in my earlier letters in these columns, is for the global south to join forces and develop a new world order based on an economic system that would emphasize on human development rather than GDP, which would have the capacity to face up to the might of imperialism. Together they would be a force that could fearlessly face up to the hegemony of the global north. The new world order must jettison the export led economic model and instead make self- sufficiency in each country the common goal. Instead of competition between these countries to produce for export to the global north, there should be cooperation to help each other to achieve self-sufficiency and human development. If countries of the global south become self-sufficient in essential needs neo-liberalism will be eradicated and human development would take precedence.
by N. A. de S. Amaratunga
Features
The Separation of Powers and the Independence of the Judiciary
Checks and Balances in the Present Constitution
Moreover, the recent ruling given by the Speaker in Parliament on January 9, 2026, on the Opposition Motion to appoint a Select Committee to review recent appointments made by the JSC to the Judiciary further buttresses the explicit recognition of the SOP and the independence of the Judiciary. The Speaker reiterated the commitment of Parliament to the doctrine of the SOP and refused the Motion on the basis inter alia that Parliament was not hierarchically superior to the Judiciary and cannot be permitted to control the judiciary by creating an oversight mechanism with regard to the JSC.
Professor G.L. Peiris (Prof. GLP) in a speech delivered on December 12, 2025 at the International Research Conference at the Faculty of Law, University of Colombo published in The Island of December 15, 2025 under the caption “Presidential authority in times of emergency – A contemporary appraisal” has critiqued the majority judgment of the Supreme Court of Sri Lanka in Ambika Sathkunanathan V. A.G. on the declaration of emergency by Ranil Wickremesinghe as Acting President on July17, 2022 in response to the Aragalaya. The majority held that Wickremasinghe had violated the Fundamental Rights of the people by a Declaration of a State of Emergency. The author was to attend this event but was unable to do so due to a professional commitment out of Colombo.
After citing authority from several foreign jurisdictions in support of his view of judicial deference to the Executive on matters relating to an Emergency, he advances as one of the grounds as to why the majority were wrong in the Sri Lankan context is that the predisposition to judicial deference is reinforced by a firmly entrenched constitutional norm – “a foundational principle of our public law is the vesting of judicial power not in the courts but in parliament, which exercises judicial power through the instrument of the courts. This is made explicit by Article 4(c) of the constitution which provides “the judicial power of the People shall be exercised by Parliament through courts, tribunals and institutions created and established, or recognised by the Constitution, or created and established by law, except in regard to matters relating to the privileges, immunities and powers of Parliament and of its members, wherein the judicial power of the People may be exercised directly by Parliament according to law” . Prof GLP opines that the majority judgment constitutes “judicial overreach which has many undesirable consequences” including “traducing constitutional traditions; subverting the specific model of separation of powers reflected in our Constitution”.
Prof. GLP, is in effect advancing the view that the Sri Lankan Courts in the present constitutional framework of the Second Republican Constitution 1978 are subservient to the Executive or Parliament.
This view of Prof. GLP is with respect, wrong on both constitutional principle and policy. There are no constitutional restraints on the judicial review of executive action in relation to declarations of emergency. Self-imposed judicial restraint may well constitute an abdication of judicial responsibility.
Unlike the Independence Constitution where a Separation of Powers (SOP) was found by judicial interpretation with the concomitant judicial power to even strike down post enacted legislation, the 1st Republican Constitution of 1972 explicitly did away with the concept of an SOP and instead whilst vesting sovereignty in the people, nevertheless made the National State Assembly the supreme instrument of state power exercising the Executive, Legislative and Judicial power of the people (vide Article 5). Resultantly the judicial review of enacted legislation was expressly done away with and instead pre-enactment review of a Bill tabled in Parliament by a Constitutional Court was provided for.
Indisputably, this fundamental departure introduced by the First Republican Constitution was a direct response to the Queen V. Liyanage and the other judicial power cases where the Courts expressly recognised an SOP and the jurisdiction to even review the constitutionality of post enacted legislation.
But this doctrine of the abolishing of the SOP was subsequently abandoned, and one of the significant and welcome departures introduced by the Second Republican Constitution of 1978 was the explicit reintroduction into our constitutional framework of the principle of an SOP. This is made explicit by Articles 3 and 4 of the Constitution which vests Sovereignty in the people but proceeds to delineate how that sovereignty is exercised in terms of the trichotomy of the Executive, Legislative and Judicial powers and the further recognition of franchise and Fundamental Rights as also integral components of the sovereignty of the people.
Although the twin principles introduced in 1972 of a constitutional bar on the post-enactment review of legislation was retained together with the pre-enactment review of legislation in the present 1978 Constitution, nevertheless the reintroduction of the SOP which guarantees the independence of the Judiciary is a fundamental feature of the present Constitution.
Although Article 4(c) of the present Constitution does state that “the judicial power of the People shall be exercised by Parliament through courts … recognised by the Constitution … except in regard to matters relating to the privileges, immunities and powers of Parliament and of its Members, wherein the judicial power of the People may be exercised directly by Parliament according to law”, nevertheless there is a cursus curiae (practice of the court) of judicial authority by the Sri Lankan superior Courts that have recognised both the concepts of the SOP and the independence of the Judiciary from Executive or Legislative encroachment.
Leading cases which have recognized an SOP include Premachandra V. Monty Jayawickrema (1994) 2 SLR 90 (SC) and the Supreme Court Determination on the 19th Amendment to the Constitution (2002) in which the author appeared as Junior Counsel to the late Deshamanya H.L. de Silva P.C. The Supreme Court has recognised that the independence of the Judiciary is an intrinsic component of the present Constitution in several cases including the Court’s Determination on the Industrial Disputes Act (Special Provisions) Bill 2022. In fact, a more explicit pronouncement was made in Hewamanne V. De Silva where the Supreme Court held that judicial power vested solely and exclusively in the Judiciary (1983) 1 SLR 1 at 20.
Moreover, the explicit vesting in the Supreme Court of Sri Lanka under Articles 125 and 126 of the exclusive jurisdiction to interpret the Constitution and in respect of Fundamental Rights underscores the preeminent role of the Judiciary in our constitutional framework. Foundational principle of the present Constitution as recognized by our Courts include the Rule of Law, power is a trust, and there are no unfettered discretion in public law. Regrettably, Prof. GLP assails these welcome advances made in our public law jurisprudence.
In our constitutional setting of checks and balances and judicial oversight it is the function of the Judiciary to review the legality of Executive action, including matters relating to the declaration of a State of Emergency and Emergency Regulations. The duty of interpreting an Act of Parliament is a function of Courts and not of Parliament (Court of Appeal in C.W.C. V. Superintendent, Beragala Estates 76 NLR 1). The author cited this decision to the Supreme Court in challenging the Inland Revenue Bill introduced by the late Mangala Samaraweera. That Court reiterated this principle and agreeing with the author, ordered a referendum on a particular Clause.
Even in the pre-independence period up to 1948, when vide powers were conferred on the Governor who exercised Executive authority, the Courts have unequivocally reviewed the legality of executive action as manifest by the significant decision of the Supreme Court in 1937 in “In Re. Mark Anthony Lester Bracegirdle“, where the executive act of the Governor of arrest and deportation of Bracegirdle to Australia was reviewed by the Supreme Court and quashed. This decision was a striking assertion of judicial independence and is the first significant judicial review of executive action.
Moreover, the recent ruling given by the Speaker in Parliament on January 9, 2026, on the Opposition Motion to appoint a Select Committee to review recent appointments made by the JSC to the Judiciary further buttresses the explicit recognition of the SOP and the independence of the Judiciary. The Speaker reiterated the commitment of Parliament to the doctrine of the SOP and refused the Motion on the basis inter alia that Parliament was not hierarchically superior to the Judiciary and cannot be permitted to control the judiciary by creating an oversight mechanism with regard to the JSC.
(The author is a President’s Counsel and a Professor of Law)
By Nigel Hatch1
Features
Trump’s Interregnum
Trump is full of surprises; he is both leader and entertainer. Nearly nine hours into a long flight, a journey that had to U-turn over technical issues and embark on a new flight, Trump came straight to the Davos stage and spoke for nearly two hours without a sip of water. What he spoke about in Davos is another issue, but the way he stands and talks is unique in this 79-year-old man who is defining the world for the worse. Now Trump comes up with the Board of Peace, a ticket to membership that demands a one-billion-dollar entrance fee for permanent participation. It works, for how long nobody knows, but as long as Trump is there it might. Look at how many Muslim-majority and wealthy countries accepted: Saudi Arabia, Turkey, Egypt, Jordan, Qatar, Pakistan, Indonesia, and the United Arab Emirates are ready to be on board. Around 25–30 countries reportedly have already expressed the willingness to join.
The most interesting question, and one rarely asked by those who speak about Donald J. Trump, is how much he has earned during the first year of his second term. Liberal Democrats, authoritarian socialists, non-aligned misled-path walkers hail and hate him, but few look at the financial outcome of his politics. His wealth has increased by about three billion dollars, largely due to the crypto economy, which is why he pardoned the founder of Binance, the China-born Changpeng Zhao. “To be rich like hell,” is what Trump wanted. To fault line liberal democracy, Trump is the perfect example. What Trump is doing — dismantling the old façade of liberal democracy at the very moment it can no longer survive — is, in a way, a greater contribution to the West. But I still respect the West, because the West still has a handful of genuine scholars who do not dare to look in the mirror and accept the havoc their leaders created in the name of humanity.
Democracy in the Arab world was dismantled by the West. You may be surprised, but that is the fact. Elizabeth Thompson of American University, in her book How the West Stole Democracy from the Arabs, meticulously details how democracy was stolen from the Arabs. “No ruler, no matter how exalted, stood above the will of the nation,” she quotes Arab constitutional writing, adding that “the people are the source of all authority.” These are not the words of European revolutionaries, nor of post-war liberal philosophers; they were spoken, written and enacted in Syria in 1919–1920 by Arab parliamentarians, Islamic reformers and constitutionalists who believed democracy to be a universal right, not a Western possession. Members of the Syrian Arab Congress in Damascus, the elected assembly that drafted a democratic constitution declaring popular sovereignty — were dissolved by French colonial forces. That was the past; now, with the Board of Peace, the old remnants return in a new form.
Trump got one thing very clear among many others: Western liberal ideology is nothing but sophisticated doublespeak dressed in various forms. They go to West Asia, which they named the Middle East, and bomb Arabs; then they go to Myanmar and other places to protect Muslims from Buddhists. They go to Africa to “contribute” to livelihoods, while generations of people were ripped from their homeland, taken as slaves and sold.
How can Gramsci, whose 135th birth anniversary fell this week on 22 January, help us escape the present social-political quagmire? Gramsci was writing in prison under Mussolini’s fascist regime. He produced a body of work that is neither a manifesto nor a programme, but a theory of power that understands domination not only as coercion but as culture, civil society and the way people perceive their world. In the Prison Notebooks he wrote, “The crisis consists precisely in the fact that the old world is dying and the new cannot be born; in this interregnum a great variety of morbid phenomena appear.” This is not a metaphor. Gramsci was identifying the structural limbo that occurs when foundational certainties collapse but no viable alternative has yet emerged.
The relevance of this insight today cannot be overstated. We are living through overlapping crises: environmental collapse, fragmentation of political consensus, erosion of trust in institutions, the acceleration of automation and algorithmic governance that replaces judgment with calculation, and the rise of leaders who treat geopolitics as purely transactional. Slavoj Žižek, in his column last year, reminded us that the crisis is not temporary. The assumption that history’s forward momentum will automatically yield a better future is a dangerous delusion. Instead, the present is a battlefield where what we thought would be the new may itself contain the seeds of degeneration. Trump’s Board of Peace, with its one-billion-dollar gatekeeping model, embodies this condition: it claims to address global violence yet operates on transactional logic, prioritizing wealth over justice and promising reconstruction without clear mechanisms of accountability or inclusion beyond those with money.
Gramsci’s critique helps us see this for what it is: not a corrective to global disorder, but a reenactment of elite domination under a new mechanism. Gramsci did not believe domination could be maintained by force alone; he argued that in advanced societies power rests on gaining “the consent and the active participation of the great masses,” and that domination is sustained by “the intellectual and moral leadership” that turns the ruling class’s values into common sense. It is not coercion alone that sustains capitalism, but ideological consensus embedded in everyday institutions — family, education, media — that make the existing order appear normal and inevitable. Trump’s Board of Peace plays directly into this mode: styled as a peace-building institution, it gains legitimacy through performance and symbolic endorsement by diverse member states, while the deeper structures of inequality and global power imbalance remain untouched.
Worse, the Board’s structure, with contributions determining permanence, mimics the logic of a marketplace for geopolitical influence. It turns peace into a commodity, something to be purchased rather than fought for through sustained collective action addressing the root causes of conflict. But this is exactly what today’s democracies are doing behind the scenes while preaching rules-based order on the stage. In Gramsci’s terms, this is transformismo — the absorption of dissent into frameworks that neutralize radical content and preserve the status quo under new branding.
If we are to extract a path out of this impasse, we must recognize that the current quagmire is more than political theatre or the result of a flawed leader. It arises from a deeper collapse of hegemonic frameworks that once allowed societies to function with coherence. The old liberal order, with its faith in institutions and incremental reform, has lost its capacity to command loyalty. The new order struggling to be born has not yet articulated a compelling vision that unifies disparate struggles — ecological, economic, racial, cultural — into a coherent project of emancipation rather than fragmentation.
To confront Trump’s phenomenon as a portal — as Žižek suggests, a threshold through which history may either proceed to annihilation or re-emerge in a radically different form — is to grasp Gramsci’s insistence that politics is a struggle for meaning and direction, not merely for offices or policies. A Gramscian approach would not waste energy on denunciation alone; it would engage in building counter-hegemony — alternative institutions, discourses, and practices that lay the groundwork for new popular consent. It would link ecological justice to economic democracy, it would affirm the agency of ordinary people rather than treating them as passive subjects, and it would reject the commodification of peace.
Gramsci’s maxim “pessimism of the intellect, optimism of the will” captures this attitude precisely: clear-eyed recognition of how deep and persistent the crisis is, coupled with an unflinching commitment to action. In an age where AI and algorithmic governance threaten to redefine humanity’s relation to decision-making, where legitimacy is increasingly measured by currency flows rather than human welfare, Gramsci offers not a simple answer but a framework to understand why the old certainties have crumbled and how the new might still be forged through collective effort. The problem is not the lack of theory or insight; it is the absence of a political subject capable of turning analysis into a sustained force for transformation. Without a new form of organized will, the interregnum will continue, and the world will remain trapped between the decay of the old and the absence of the new.
by Nilantha Ilangamuwa ✍️
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