Features
Making changes in a difficult time
Lessons from my career: Synthesising management theory with practice – Part 15
The previous episode detailed my first experiences as General Manager of the Ceylon Ceramics Corporation, the changes I introduced, and how I faced difficult situations arising from the ongoing insurgency at that time.
Modifying the logo
One of the first things brought to my attention by many of the officers was that the Corporation’s logo was faulty. According to traditional beliefs, the logo should be closed at the bottom. “Our logo has a hole at the bottom, and that is why all the money goes down the hole”, they said. Although I subscribed to the belief that good management was the more critical aspect to reducing waste and generating profits, I decided to give in and make these people happy.
I commissioned an advertising agency that produced several creative logos, but the Board was not satisfied with any of them. Finally, an artistic Board member made a small adjustment and plugged “the hole”. This was adopted as the standard thereafter. The Corporation started making profits, and all the credit went to the “hole” that was plugged. Very few gave me credit for the restructuring I did, including many wasteful “holes” that I plugged. The lesson I learnt was that traditional beliefs should not be dismissed but rather incorporated into strategies and work culture. Modern management techniques should be synthesized with conventional methods to make changes more acceptable.
A New Quality and a Customer-Oriented Culture
Whenever people I know or those introduced to me find out that I am the GM of Ceylon Ceramics Corporation, about half of them have a quality complaint. I discussed this at a meeting, but the answer was that they receive only a tiny percentage of complaints. If it is a factory issue, a replacement is made. I countered that all unhappy customers may not complain, but it didn’t sink in. It was mentioned that they are duty-bound to attend to actual written complaints only, and nothing more. The attitude was that we actually do our customers a great favour by making available sanitary ware and tableware at affordable prices.
The Colpetty showroom was a very popular place in that era. We also stocked Noritake products and products from other suppliers. It was the most popular place for wedding gifts. The best parking slots in the building, which housed the Head Office and the Colpetty showroom, were occupied by the Chairman and me. I instructed my driver to take the car further down the road whenever there was a shortage of parking for customers. This was a departure from the belief that the Chainman and GM were more important than the customer. Gradually, the customer-oriented culture slowly but steadily did gain ground.
Reducing Working Capital
The accounting reports showed a considerable capital, and I started investigating. At the same time, the production heads would complain that despite having a good production record for the month, some months indicated a loss or a minimal profit. The Profit and Loss statement showed that all the good work done by the factories was nullified by the heavy overdraft interest we paid the banks. Investigating further, I discovered that many unprofitable retail shops were closed, but their bank accounts remained active. All these dormant accounts had cash hidden away. If transferred it to the main account, a considerable saving on the overdraft interest could be made.
Even the closure of the shops was questionable because my investigations showed that they were making a “contribution” in accounting jargon but showed a loss after apportioning a huge portion of fixed costs. The shops were closed on the recommendation of a foreign expert, and the staff were brought to the Head Office, resulting in the loss of contributions that would have added to the income and many of the fixed overheads remaining as they were. There was no way of returning to the original situation.
It was a bad decision, but it was accepted by management because it came from a foreign expert. The moral of the story is not to ignore the advice of a foreign expert but rather to always validate such advice before taking any action.
All the obsolete accounts were closed, and the funds remaining were transferred to the main account. Next was the clearing of the stores and disposing of all the non-moving and obsolete stocks. This was expedited by the fact that our sales were very slow due to the diesel shortage during the insurgency, and dealers could not collect their requirements from the factory stores because of the lack of diesel. We were desperate. There were no funds to pay the salaries of the 4,500 employees, who were spread across the country.
The clearing of the stores at a discount was the only way out. What we found in the stores was very interesting. There was obviously no system in place to reduce prices and dispose of slow-moving stocks. We found a large stock of plates produced to commemorate the ascendancy to the Executive Presidency by J R Jayewardene. What was unsold remained in the store for several years. There was no chance of selling these plates even for a few Rupees at the height of the rebellion, and we dared not throw them away or destroy them because Jayewardene was still the executive President.
The sale was initially very successful, with queues along Galle Road to get in. However, a poster mysteriously appeared ordering that the sale be stopped immediately. My staff were scared, and we stopped the sale. However, we did pursue the system of rules for disposal.
The Imminent Disaster by stopping a lucrative export order
Wrong costing methods continued to create problems and lose opportunities. We were executing a lucrative export order for hand-painted plates for the Australian market initiated by an artistic Sri Lankan entrepreneur. He now has multiple stores in Colombo selling unique products. Halfway through the execution of the order, someone informed the Chairman that the order would result in a loss due to the high amount of overtime used. A discussion ensued, and I was against cancelling the order at that stage. I reviewed the figures and explained that the overtime cost per hour is significantly lower because the overheads, EPF, and ETF costs have already been factored in the normal hours.
My calculations revealed a profit rather than a loss, and this was finally accepted. It was another example of poor management and lack of knowledge. My qualifications in engineering, accountancy, and management services, followed by an MBA, paid off. I always recommend that the CEO should be a multidisciplinary person. Years later, serving on many Boards of Directors, I found that the subject-specific CEO often lacked knowledge of Human Resource Management, Marketing, or Accountancy and merely brings a proposal or recommendation from the Head of the particular division to the Board even without understanding the subject. Sometimes, I pick holes in the argument, and the CEO says. “I don’t know this subject, but this is what my Division Head recommended”. The CEO should be above all his subordinates unless it is a highly specialized field.
The Training Culture
Training in management and procedures had never been a forte of the Corporation. The filing system was inadequate, and procedures were often not followed, resulting in numerous lapses, mistakes, and delays. I decided to tackle this on two fronts. One was to give a briefing on a few management aspects at every regular meeting. The other was sending the staff to tailored programmes and public seminars.
One such programme was for all the office staff, which not only transformed the systems and procedures but also transformed their attitudes. It was much easier now to introduce new systems and procedures. The staff raved over the programme and thanked me profusely for providing them with this opportunity. In fact, many years later, after I had left the Corporation and was involved in an assignment on Financial Incentive schemes, I called one of the Accounts clerks for some information on the Corporation’s incentive scheme. I said that there was no hurry but to send the information to my Havelock Road residence whenever a corporation vehicle was travelling from the Piliyandala main office to Colombo. Lo and behold, he arrived at my house within one hour, and the reason was that they had learned so much from the special programme; he decided that my request had to be fulfilled without delay. I was touched.
The Rehabilitation of the Eastern Province
By now, Chief Minister Varatharajah Perumal was in control of the Eastern Province, and he was cooperating with the government. We were invited by a UN agency to a meeting regarding the rebuilding of the Province. We were asked to produce a large number of roofing tiles. We had a separate Brick and Tile Division (which is now the Ceylon Ceramics Corporation, while all the other plants were privatized as Lanka Ceramics). However, the capacity had gradually decreased because, with the declining demand for roofing tiles, the capacity was deliberately toned down. For the rehabilitation exercise, a large number of roofing tiles were required, and it was impossible to meet this demand overnight.
There was another meeting at the Prime Minister’s Office on Flower Road, where several dignitaries were in attendance. One item on the agenda was roofing tiles. The army commander asked me to send a senior official to Trincomalee to assess the requirements. He would provide a special helicopter and all the logistics for my officer’s visit. I returned to the office and inquired of the DGM (Brick and Tile), who flatly refused, as I had suspected. Trincomalee was still considered a “war zone” by most laymen and he was not ready to risk his life. I asked around, and even the second-rung officers refused. I was in a dilemma. While I empathised with my staff, I might run the risk of being seen as non-cooperative.
The following day, the Army Commander called me, and the conversation went like this:
Army Commander (AC): “Have you found someone to go to Trinco”
GM (CCC): “Unfortunately, no, because all my DGMs and the second rung are not convinced that it is safe. They are refusing to go”
AC: “Don’t ask people to volunteer. Just order someone to undertake this trip.”
GM (CCC): “Unfortunately, I don’t have the authority to give an order against their will.”
AC: “I just cannot believe this, nor can I accept this. When I give a command TURN LEFT, 30,000 soldiers turn left, but you, Mr Wijesinha, cannot make even one man undertake this trip”, and he hung up.
I never wished I had such powers. My management style was always more consultative, participative, and consensus-based decision-making. Having learnt that in Japan in 1980, I always treat people with respect and have experienced the benefits. Obviously, the military cannot adopt that style, and I accept and respect their commanding style.
The next episode will cover my final phase of serving the Ceylon Ceramics Corporation and then my appointment as Chairman of the Employees’ Trust Fund Board.
by Sunil G Wijesinha ✍️
(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.Email: bizex.seminarsandconsulting@gmail.com)
Features
Partnering India without dependence
Indian Prime Minister Narendra Modi once again signaled the priority India places on Sri Lanka by swiftly dispatching a shipload of petrol following a telephone conversation with President Anura Kumara Dissanayake. The Indian Prime Minister’s gesture came at a cost to India, where there have been periodic supply constraints and regional imbalances in fuel distribution, even if not a countrywide shortage. Under Prime Minister Modi, India has demonstrated to Sri Lanka an abundance of goodwill, whether it be the USD 4 billion it extended in assistance to Sri Lanka when it faced international bankruptcy in 2022 or its support in the aftermath of the Ditwah cyclone disaster that affected large parts of the country four months ago. India’s assistance in 2022 was widely acknowledged as critical in stabilising Sri Lanka at a moment of acute crisis.
This record of assistance suggests that India sees Sri Lanka not merely as a neighbour but as a partner whose stability is in its own interest. In contrast to Sri Lanka’s roughly USD 90 billion economy, India’s USD 4,500 billion economy, growing at over 6 percent, underlines the vast asymmetry in economic scale and the importance of Sri Lanka engaging India. A study by the Germany-based Kiel Institute for the World Economy identifies Sri Lanka as the second most vulnerable country in the world to severe food price surges due to its heavy reliance on imported energy and fertilisers. Income per capita remains around the 2018 level after the economic collapse of 2022. The poverty level has risen sharply and includes a quarter of the population. These indicators underline the urgency of sustained economic recovery and the importance of external partnerships, including with India.
It is, however, important for Sri Lanka not to abdicate its own responsibilities for improving the lives of its people or become dependent and take this Indian assistance for granted. A long unresolved issue that Sri Lanka has been content to leave the burden to India concerns the approximately 90,000 Sri Lankan refugees who continue to live in India, many of them for over three decades. Only recently has a government leader, Minister Bimal Rathnayake, publicly acknowledged their existence and called on them to return. This is a reminder that even as Sri Lanka receives support, it must also take ownership of its own unfinished responsibilities.
Missing Investment
A missing factor in Sri Lanka’s economic development has long been the paucity of foreign investment. In the past this was due to political instability caused by internal conflict, weaknesses in the rule of law, and high levels of corruption. There are now significant improvements in this regard. There is now a window to attract investment from development partners, including India. In his discussions with President Dissanayake, Prime Minister Modi is reported to have referred to the British era oil storage tanks in Trincomalee. These were originally constructed to service the British naval fleet in the Indian Ocean. In 1987, under the Indo Lanka Peace Accord, Sri Lanka agreed to develop these tanks in partnership with India. A further agreement was signed in 2022 involving the Ceylon Petroleum Corporation and the Lanka Indian Oil Corporation to jointly develop the facility.
However, progress has been slow and the project remains only partially implemented. The value of these oil storage tanks has become clearer in the context of global energy uncertainty and tensions in the Middle East. Energy analysts have pointed out that strategic storage facilities can provide countries with greater resilience in times of supply disruption. The Trincomalee tanks could become a significant strategic asset not only for Sri Lanka but also for regional energy security. However, historical baggage continues to stand in the way of Sri Lanka’s deeper economic linkage with India. Both ancient and modern history shape perceptions on both sides.
The asymmetry in size and power between the two countries is a persistent concern within Sri Lanka. India is a regional power, while Sri Lanka is a small country. This imbalance creates both opportunities for partnership and anxieties about overdependence. The present government too has entered into economic and infrastructure agreements with India, but many of these have yet to move beyond initial stages. This has caused frustration to the Indian government, which sees its efforts to support Sri Lanka’s development as not being sufficiently appreciated or effectively utilised. From India’s perspective, delays and hesitation can appear as a lack of commitment. From Sri Lanka’s perspective, caution is often driven by domestic political sensitivities and concerns about sovereignty.
Power Imbalance
At the same time, global developments offer a cautionary lesson. The behaviour of major powers in the contemporary international system shows that states often act in their own interests, sometimes at the expense of smaller partners. What is being seen in the world today is that past friendships and commitments can be abandoned if a bigger and more powerful country can see an opportunity for itself. The plight of Denmark (Greenland) and Canada (51st state) give disturbing messages. Analysts in the field of International Relations frequently point out that power asymmetries shape outcomes in bilateral relations. As one widely cited observation by Lord Parlmeston, a 19th century prime minister of Great Britain is that “nations have no permanent friends or allies, they only have permanent interests.” While this may be an overly stark formulation, it captures an underlying reality that small states must navigate carefully.
For Sri Lanka, this means maintaining a balance. It needs to clearly acknowledge the partnership that India is offering in the area of economic development, as well as in education, connectivity, and technological advancement. India has extended scholarships, supported digital infrastructure, and promoted cross border links that can contribute to Sri Lanka’s long term growth. These are tangible benefits that should not be undervalued. At the same time, Sri Lanka needs to ensure that it does not become overly dependent on Indian largesse or drift into a position where it functions as an appendage of its much larger neighbour. Economic dependence can translate into political vulnerability if not carefully managed. The appropriate response is not to distance itself from India, but to broaden its partnerships. Engaging with a diverse range of countries and institutions can provide Sri Lanka with greater autonomy and resilience.
A hard headed assessment would recognise that India’s support is both genuine and interest driven. India has a clear stake in ensuring that Sri Lanka remains stable, prosperous, and aligned with its broader regional outlook. Sri Lanka needs to move forward with agreed projects such as the Trincomalee oil tanks, improve implementation capacity, and demonstrate reliability as a partner. This does not preclude it from actively seeking investment and cooperation from other partners in Asia and beyond. The path ahead is therefore one of balanced engagement. Sri Lanka can and should welcome India’s partnership while strengthening its own institutions, fulfilling its domestic responsibilities, and diversifying its external relations. This approach can transform a relationship shaped by asymmetry into one defined by mutual benefit and confidence.
by Jehan Perera
Features
The university student
This Article is formed from listening to university students from across the country for two research initiatives, one on academic freedom and another on higher education policy. In speaking with students, the fears they carry could not be ignored. Students navigate university education, with anxieties about their future and fears that they and their university education are inadequate, all while managing their families’ daily struggles. I explore students’ anxieties and the extent to which we, the public, and higher education policies must take responsibility for their experiences.
The Neoliberal University
For decades, universities have been transforming. Neoliberal policies, promoted by the World Bank, have reduced public education expenditure and weakened the State’s commitment to public institutions. These policies frame individuals as responsible for their success and failure, minimising structural realities, such as poverty and precarity. They instrumentalise education, treat students as “products” for a “competitive’ job market, while education markets feed on students’ insecurities. Students are made to feel lacking in “soft skills”, or skills seemingly necessary to navigate classed-corporate structures, and lacking in technical skills, or those needed to operate technologies used within the private sector.
Student activists and, sometimes teachers, have challenged this worldview, demanding State commitment to free education. Governments sometimes yield but also fear the consequences of student politics and have long waged campaigns to discredit student activism. It is within this context that students pursue education.
Portrayal of students
A Peradeniya student told me student-organised events must meet “high standards”, because of the negative public perceptions of university students. I understood what she meant; I had heard of our ‘ungrateful’, ‘wasteful’, ‘unemployable’, and ‘entitled’ students. The media and decades of government propaganda have reinforced these depictions.
About 10 years ago, when government moves to privatise higher education were strong, a corporate executive, complaining about traffic caused by “yet another useless protest”, was unable to explain why they protested. News coverage, I realised, framed these protests as public inconveniences, rarely addressing students’ demands. A prominent advocate, of neoliberal educational policy, reinforced this narrative, saying “state university students make up just 10 percent of their cohorts”, gesturing dismissively as if to say their concerns were insignificant. Such language belittles student activists and youth, renders them voiceless and allows their concerns, such as classed worldviews, and access barriers to and privatisation of education, to be easily dismissed.
It is in this environment that the conception of the useless university student, fighting for no reason, has developed. Students must carry this misrepresentation, irrespective of their own involvement in activism.
Not being good enough
Attacks on free higher education and the absence of meaningful reforms designed to address students’ problems, now weigh on students’ minds. Students question whether their education is relevant and current, pointing to outdated equipment, software, and curricula. University administrators acknowledge these constraints, which reflect Sri Lanka’s ranking as one of the lowest in the world for the public funding of education and higher education.
Rarely has the World Bank, so influential in driving educational policy, highlighted the public funding crisis and, instead, emphasises technological deficiencies, the public sector’s “monopoly” of higher education and limited private sector involvement. It downplays the reality that few families can privately afford such funding arrangements.
Students are also bombarded with fee-levying programmes, promising skills and access to jobs, preying on students’ insecurities. Many, while struggling to make ends meet, enrol in off-campus pricy professional courses, such as in accountancy, marketing, or English.
The arts student
Some students worry their education is too theoretical and “Arts-focused.” A student from the University of Colombo described having to justify her decision to pursue an arts degree. The public, she said, saw this as a waste of her time and the country’s resources. She courageously wore this identity, yet questioned if she was, in fact, unemployable as she was being led to believe.
She does not, however, draw on the fact that arts education has long been the “cheap” option that governments have offered when pressured to expand higher education. While arts education may need fewer laboratories and equipment, they require adequate investments on teachers, strong on content and pedagogy, to closely engage with individual students; aspects of arts education which have systematically been disregarded.
As access broadens, particularly in the arts, more students from marginalised backgrounds have entered universities; students who may feel alien in systems aligned with corporate interests. Thus, students quite different from the classed conception of the “employable graduate,” whose education has systematically been under-funded, graduate from arts programmes frustrated, diffident, and ill-suited for jobs to which they are expected to aspire.
The dysfunctional university
Students voice criticisms of their teachers, as myopic, unworldly, and unfair. Their perspective reflects the universities’ culture of hierarchy and its intolerance of difference, on the one hand, and the weak institutional structures on the other. They are symptoms of years of neglect and attempts by governments to delegitimise universities, to shed themselves of the burden of funding higher education through anti-public sector rhetoric.
Some students, marginalised for being anti-rag, women, or ethnic minorities, feel an added layer of burdens. Anti-rag students, or more often, students who do not submit to university hierarchies, whether enforced by students or staff, are ostracised, demeaned and sometimes subjected to violence. Students unable to speak the institution’s dominant language face inadequate institutional support. Women describe being ignored and silenced in student union activities and left out of student leadership positions.
Furthermore, quality assurance processes rarely prioritise academic freedom or students’ right to exist as they wish, except when they complement the process of creating a desirable graduate for the job market. These processes focus on moulding professionals and technicians, as one would form clay, disregarding students’ anxieties from being alienated from themselves by such efforts.
Problems at home
Beyond the campus, parents face debt, illness, and precarious work. Students are acutely aware of these struggles. Some describe parents collapsing from the strain and sometimes leaving them to carry the family’s difficulties. A student described feeling guilty for being at the University while his family struggled to survive. To ease the burden on their families, students earn incomes by providing tuition, delivering food, and carrying out microbusinesses.
Tied to their concerns over having to depend on their families, is their fear of being “unemployable”, a term that places the blame of unemployment on students’ skill deficiencies. Little in this discourse connects the lack of decent work and jobs for them and their parents to the weak economy and job markets into which successive batches of graduates must transition. Much of the available jobs in the country are those that require little in the form of education, and those, too do little to provide a living wage. Students must, therefore, compete for a limited number and breadth of frankly not very desirable work. Yet, it is they who must feel the weight of unemployability.
Committing to students
Universities frequently fail to recognise students’ worries. Instead, we, coopt neoliberal discourses, telling students to become more marketable and competitive, do and learn more, be confident, improve English, learn to inhabit those classed spaces with ease; often without the support that should accompany these messages.
We expect these students, insecure and anxious, to think critically, and demonstrate curiosity and higher-order analyses. When they collapse under the pressure, universities respond by providing mental health services. While such services are needed, they risk individualising and pathologising systemic problems. They represent yet again the inherent flaws with solutions that emerge from neoliberal ideological positions that treat individuals as the source of all success and failure. Such perspectives are likely to reinforce students’ anxieties, rather than address them.
As Sri Lanka revisits education policy reforms, there is an opportunity to change our framings of education and to recognise these concerns of students as central to any policy. The state must renew its commitment to free education and move from the neoliberal logic that has guided successive reform efforts; we, as the public, must restore our hope and expectations from free education. Education across disciplines, the arts, as well as STEM (science, technology, engineering and mathematics), must be strengthened. Students’ freedom to inhabit university spaces as they wish, must be respected and protected by institutions. Education policies must be tied to broader economic and labour reforms that ensure families can safely earn a living wage and graduates can access a rich range of decent meaningful work.
(Shamala Kumar teaches at the University of Peradeniya)
Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.
by Shamala Kumar
Features
On the right track … as a solo artiste
Mihiri Chethana Gunawardena is certainly on the right track, in the music scene.
The plus factor, where Mihiri is concerned, is that she has music deeply rooted in her upbringing, and is now doing her thing in the Maldives.
Her father, Clifton Gunawardena, was a student of the legendary Premasiri Kemadasa and former rhythm guitarist of the Super 7 band.
Mihiri took to music, after her higher studies, and her first performance was with her father, while employed.

Mihiri Chethana Gunawardena
After eight years of balancing both worlds – working and music – she chose to follow her true calling and embraced music as her full-time profession.
Over the years, Mihiri has worked with some of the top bands in the local scene, including D Major, C Plus from Negombo, Heat with Aubrey, Mirage, D Zone Warehouse Project and Freeze.
In fact, she even put together her own band, Faith, in 2017, performing at numerous events, and weddings, before the Covid pandemic paused their journey.
What’s more, her singing career has taken her across borders –performing twice in Dhaka, Bangladesh, with the late Anil Bharathi and the late Roney Leitch, and multiple times in the Maldives, including a special New Year’s Eve performance with D Major.

In the Maldives, on a one-month contract
Last year, Mihiri was in Dubai, along with the group Knights, for the Ananda UAE 2025 dance.
She continues to grow as a solo artiste, now working closely with the renowned Wildfire guitarist Derek Wikramanayake, and performing, as a freelance musician, travelling around the world.
Right now, she is in the Maldives, on a one-month contract, marking a new chapter in her evolution as a solo vocalist.
On her return, she says, she hopes to create fresh cover songs and original music for her fans.
Mihiri believes in spreading joy and positivity through her singing, and peace and happiness for everyone around her, and for the world, through music.
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