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
Role of identity in the making and breaking of West Asian peace
The West Asian peace effort continues waveringly amid uncertainties. The world could be considered as having ‘some breathing space’ currently in this tangled situation on account of a dip in oil prices but whether such relief would be of a long term nature is left to be seen.
Meanwhile, some vital ‘details’ in the peace process are continuing to hobble it. One such factor is the nuclear issue. While US President Donald Trump is on record that Iran’s purported nuclear programme from now on will be monitored by the International Atomic Energy Agency (IAEA), this assertion is being denied by the Iranian authorities who indicate that Iran will be coming under no such regime. That is, Iran will be answerable to no one with regard to its legitimate right to defend itself.
Accordingly, an early closure to the nuclear question could not be expected and the furthering of peace in the region hinges on the principal sides being of one mind on the issue. Moreover, toll-free shipping through the Strait of Hormuz is proving to be a bone of contention between the warring sides.
However, perhaps going largely unnoticed in the Middle East region are identity questions of considerable magnitude that have stood in the way of the region making some headway towards a peace settlement and which would continue to undermine such a process going forward. Identity, or a group’s self conception, is by far the most intractable of the factors in the conflict and the main sides would do well to manage it effectively before long.
US Vice President J.D. Vance, as pointed out in this column last week, fired one of the first salvos in this regard in the current peace effort. He reportedly said: ‘Regional peace and stability includes stopping the funding of “terrorist organizations” .’ He probably had in mind the Hezbollah organization which is funded and armed by Iran but, needless to say, the latter would reject this statement out of hand because it does not see the Hezbollah as terroristic in orientation.
Accordingly, the tangled issue of ‘who is a terrorist?’ would recur to hamper the West Asian peace bid. An important corollary to this matter is that Middle Eastern militants would be branding US administrations as terroristic considering the humanly costly military interventions undertaken by the latter over the decades in the world’s war zones.
It is difficult to see the main sides taking up the issue of terror and arriving at a common understanding on the problem over the next couple of months in their peace deliberations but the unresolved question could be expected to be the proverbial ‘elephant in the room’ that could even wear the sides down. Accordingly, ‘quick fixes’ to the Middle East imbroglio would need to be ruled out.
However, paring down terror to its essentials, it needs to be found that in contemporary times it is identity and issues growing out of it that keep the question alive and render it intractable. In fact the problem should be seen as igniting and sustaining a multiplicity of conflicts world wide.
So pervasive are identity questions that they are seen by some as having played a role in leading to the recent resignation of Keir Starmer as UK Prime Minister. Among other things, the latter is seen as having been incapable of managing migration related issues besides falling short in strengthening domestic social cohesion.
Identity issues came to a head in the UK in the form of the recent anti-immigrant riots in Northern Ireland. Clearly, some immigrants continue to be seen as aliens and parasitic in nature in some parts of the UK by jingoistic elements. Thus is ignited anti-foreigner violence.
That said, some of the most laudable measures for the promotion of peaceful race relations are found in the UK today. The latter’s race relations legislation could be seen as constituting a model for the rest of the world and needs to be studied and adopted by particularly the global South where identity conflicts are rampant.
Unfortunately, racial amity is not being considered a priority by the Trump administration. Under the latter immigrants are being seen by supremacist whites as the archetypal ‘Other’ who should be violently shunned. Accordingly, social cohesion in the US too is being steadily undermined and stepped-up race hate in the country shouldn’t come as a surprise.
In the West Asian region, archetypal ‘Othering’ could prove particularly pernicious and destructive. It could lead to the unraveling of the current peace talks between the adversaries and needs to be addressed by them if the negotiations are to prove productive.
For far too long the West and Israel have been viewed as archetypal enemies by Iran and its supporters. On the other hand, Palestinian militants have been habitually seen by the Far Right in the US and by hard line Israelis as sworn enemies who are best eliminated. These seemingly unresolvable divides in the Middle East could bring down the present negotiatory process.
Even if the present round of mediated negotiations between the US and Iran lead to a substantive cessation of hostilities in West Asia, the divisive mindsets of the prime antagonists, that is, the US and its ally Israel on the one side and Iran and its supportive militant groups on the other, would need to be changed for the better if enduring peace is to be given a chance. That is, mindsets would need to be transformed on both sides of the divide from mutual hostility to mutual amicability. No doubt, a long-gestation process.
It cannot be stressed enough that those mediating in this long-running conflict, themselves need to approach peace-making with unbiased minds. It needs to be realized, for example, that Israel too has been ‘hurting’ badly in this conflict over the decades to the degree to which the Palestinian side has been victimized cruelly, dispossessed and divested of dignity.
Any negotiated peaceful settlement should seek to address this persistent mindset malaise as well and turn enmity into amicability. An equitable solution that addresses the lingering grievances of both sides could lay the basis for this process of ‘Turning Spears into Ploughshares.’
‘Land and Bread’ have been at the heart of the Middle East conflict over the decades or even centuries. An equitable solution should provide these assets in equal measure for both sides. There is no getting away from the ‘Two State Solution’.
Features
Central bankers live on Short End Street; Economic planners live on Long End Street
Long End Street is not a summation of Short End Streets. Eighteen short-term crises and no long-term growth in sight!
For quite some time, there has been no agency of government dealing with long-term economic and social policy questions. Nor have universities been of any help. There has been a National Planning Department in the Ministry of Finance but we have not seen any worthwhile reports from them. M. D. H. Jayawardena, in 1956, presented in Parliament the Six-Year Programme of Investment. Soloman Bandaranaike established a National Planning Council and a Planning Department, with Princy Siriwardena as its Director. They wrote the Ten-Year Plan, better known for its readability than its depth of analysis or policy content. Ten years or so later Dudley Senanayake established a Ministry of Planning and Employment with Gamani Corea (later of high international repute) as its Permanent Secretary. The Ministry was responsible for some useful analytical work and the development of a bureaucracy responsible for plan implementation. The latter was the work of a brilliant member of the Ceylon Civil Service, Godfrey Gunatilleke, who also worked in the Ministry. The major pre-occupation of the Ministry turned out to be the annual government budget and the management of direly scarce foreign exchange, all short term considerations. They set up a bureaucratic mechanism to evaluate capital expenditure in the government budget. The Ministry won plaudits for its Foreign Exchange Budget, some analytical wok on the economy, including population projections as well as education, in both schools and universities. As the 1970s wore on, planning earned a bad press and the new government of 1971 disbanded most of that and created a Department of National Planning in the Ministry of Finance, which survives to date.
A part of the purpose of this narrative has been to bring out that, all along, government has had no outfit of economists and sociologists whose job was to study long term changes in our society and the economy and in the rest of the world and propose solutions for consideration by governments. (A brilliant exception was the work on education, that was directed by Jinapala Alles, who had graduated in chemistry and was a fast learner and was at great ease with numbers. He was also an effortless leader of a small team of self-selected competent and enthusiastic public servants.) The government depended on the Central Bank for advice on long term development of the economy. Princy Siriwardena was seconded for service in the Planning Secretariat; similarly, Gamani Corea was from the Bank. Later, he was replaced with H.A.de S. Gunasekera, likely the most brilliant economics teacher in the University of Ceylon. He taught monetary economics, essentially short term. (His favourite economist Keynes famously wrote, “In the long run we are all dead”.)
When the Ministry of Planning and Employment was established in 1965, government plundered the Central Bank to staff it: Gamani Corea, R. M. Seneviratne, N. Ramachandran, Nihal Kappagoda and G. Usvatte-aratchi. Later, W. M. Tillekeratne and A. S. Jayawardena both long term employees of the Central Bank, were appointed as the chief economist of government. Jayawardena still later became the Governor of the Bank. Several other employees of the Bank, including J. B. Kelegama, P. B. Karandawela, P. B. Jayasundera worked at high levels in successive governments and that practice continued when Mahinda Siriwardena became the Secretary to the Ministry of Finance when Anura Dissanayake became the Minister of Finance. It is mysterious that the government saw no need for specialist advisers who would identify long term economic and social problems and solutions therefor, look out for markets and technology and warn of impending pitfalls, in contrast to our mighty neighbour which had a Planning Commission that handled long term problems and a Central Bank which had learnt to handle masterly, monetary problems.
Pitambar Pant, Montek Singh Ahluwalia, Manmohan Singh, I. G. Patel and Raghu Ram Rajan were most distinguished economics policymakers and central bankers. Japan benefited greatly from the work of MITI. So did Korea from its counterpart. This is not to argue that had there been an outfit of that sort, Sri Lanka would now be rich but to warn that the Central Bank is neither equipped nor fit to fight those battles. If you scan the Central Bank Act of 2023, you will find stabilisation the most frequently recurring theme. Clause 6 reads ‘The primary object (objective?) of the Central Bank shall be to achieve and maintain domestic price stability.’ The most generous reading that the Bank may have anything to do with economic development is in Clause 6 (4) ‘In pursuing the primary object (objective?), the Central Bank shall take into account, inter alia, the stabilisation of output towards its potential level.’ Lawyers may have a field day with that and economists may beg for its meaning.
Amarananda Jayawardena was the last Governor of the Central Bank who had understood that the central bank was equipped to handle short term problems and that not always valiantly, and that it had neither the tools nor the resources to plan and engineer long term development. As Governor, he did not speak for the government on long term economic and social problems, although prior to assuming duties as Governor of the Bank, he had been the chief economist of the government. Jayawardena knew all too well the nature of the tools and the resources he had and how far he could confidently aim and shoot. It was simply silly to produce a Five-year Road Map (no matter how colourful the accompanying graphics), when a central bank mainly used transactions in the short-term financial assets market to move interest rates and the demand for money. The Bank of England, for most of the 20th century, used Commercial Paper with two ‘good names’ at its Discount Window. Short-term and long-term rates of interest, normally, behave in a predictable relationship, although occasionally, and in volatile times, that relationship may become inverted. (I am not well read on recent Fed and the Riks Bank market operations.)
The economists at the Central Bank are experts in monetary policy and are rarely knowledgeable about economic growth. An exception was S. B. D. de Silva and he found writing a half page note to the Centra Bank Bulletin (monthly) stultifying. He left the Bank quite young and continued studying economics until the very end of his life. As undergraduates they may have read on economic growth and development but as professionals in the central bank, it is unlikely that they kept working on problems in that area. They may also have learned, some time, that there has been no central bank credited with spearheading economic development in any country. Therefore, to pretend that they can advise the government on economic planning, is a hobby which they would be wise to desist from.
We did a splendid job of saving our new born children and their mothers as indicated in low infant mortality and maternal mortality rates. We scored an even more resounding victory in educating all our children. If we have any claim to any civilizing missions in the 20th century, these two stand out. Beside them, we have been mostly failures. The economy has advanced only laggardly. It has miserably failed to exploit excellent opportunities to sell in burgeoning markets, output employing a healthy and educated labour force. Japan, South Korea, China, Vietnam, south India, Ethiopia, Rwanda and several other countries, all (except Japan) late comers to the game compared to Sri Lanka, succeeded in doing just that. It is wrong to blame governments alone for poor economic growth, as many do. Most economic activity in this country is run by the private sector and leaders there have made poor use of opportunities.
When ministers of government and its employers collect bribes, private sector persons pay bribes. The markedly rapid economic growth in Andhra Pradesh, Telangana, Karnataka, Tamil Nadu and Keralam and poor growth in Madhya Pradesh, Uttar Pradesh, Bihar and many others in the north east are under the same central government dispensation, sharply pointing to differences in the quality of business leadership in the two groups. ‘Big business’ here run betting shops, supermarkets, hospitals, import and market household equipment, banks and insurance companies and, most ambitiously maintain construction companies. (In the widely watched IPL cricket matches 2026, Sri Lanka advertised regularly a Betting Centre!) Tourism in this country is the business of small-scale enterprises with low productivity. The ubiquitous kade with a stock-in-trade of less than one hundred thousand rupees, borrowed from a relative or a friend, is a sign of rampant unemployment and not of budding entrepreneurship. When you go to consult a doctor in a private hospital in Colombo and wait endless hours, count the number of men and women employees idling, supervised by a proportionately large number of idling supervisors. Where are the large-scale manufacturing and service companies, selling the world over, where economies of scale abound in the 21st century? So far as I recall, there has been no Initial Public Offering (IPO) of shares in the Colombo Stock Market during the last 7 years. Nor have multinational companies established here any large factories or offices.
Is the air we breathe deathly to enterprise?
by Usvatte-aratchi
Features
A Requiem for Keir Starmer rule
By the time Sir Keir Rodney Starmer resigned, polls showed that he had become the least popular Labour Prime Minister in living memory. His fall was all the more striking because his political beginnings had once suggested a very different trajectory. As a teenager in the Labour Party Young Socialists, and later as editor of the Marxist journal Socialist Alternatives, he had stood firmly on the radical left. As a human rights lawyer he opposed the illegal invasion of Iraq, earning a reputation for principle and moral clarity.
It was this early radicalism that his supporters later weaponised, presenting him as a unifying leftwing figure in the aftermath of the coup against the Labour Party leader Jeremy Corbyn. The right-wing of Labour, having spent years undermining Corbyn (including through a coordinated campaign that framed him, falsely, as anti-Semitic) found in Starmer a vessel through which they could reclaim the party while reassuring the membership that continuity with the Corbyn surge remained intact.
In his resignation speech, Starmer claimed to have inherited a politically, morally and financially bankrupt Labour Party. Yet the record shows that Corbyn had revived the party’s grassroots, drawing tens of thousands of new members back to a party embodying the tradition of Keir Hardie. The oligarchy closed ranks against this leftist heavyweight, using Starmer and the Labour right wing as their weapon. Starmer’s “Changed Labour” was not a renewal but a repudiation, embracing the very Thatcherite revisionism that had hollowed Labour out in the first place.
A Britain battered by decades of neoliberal restructuring formed the backdrop to Starmer’s rise. The cumulative effects of Maggie “milk-snatcher” Thatcher’s programme, deepened by Blair, Cameron, May, and Johnson, combined with the convulsions of Brexit to produce a profound economic, social, and political crisis. The Conservative Party imploded under the weight of its own contradictions. Starmer, offering managerial calm, an a Corbyn-lite manifesto, rode the wave of Tory collapse to a landslide victory.
But once in office, he revealed himself as a Blairite in sombre tones: a Thatcherite in Labour clothing. Within weeks he slashed winter fuel payments for pensioners, inaugurating a harsh antiworkingclass agenda. He embraced the Israeli government even as it carried out genocide in Gaza. The former human rights lawyer now used antiterror legislation to suppress dissent, particularly protests against the genocide. His immigration rhetoric, invoking an “island of strangers,” echoed the poisonous cadences of Enoch Powell.
Throughout his premiership he remained pofaced, showing little emotion even when forced into humiliating Uturns by public outrage. He displayed no visible sorrow at the mass killing of children in Gaza. Only at the prospect of losing office did he appear moved. He was, in the words of Saki, a man with “the soul of a meringue,” a mediocrity whose obedience to the oligarchic class and to Zionist backers embodied what Hannah Arendt called the banality of evil. His legacy – and that of the Tories who preceded him – is a nation distrustful of politicians of whatever hue, open to the pseudo-anti-elite, deception of the billionaire-backed racist far-right
His resignation leaves Britain at a crossroads – will it follow the fascistic path of Nigel Farage’s Reform Party, or will it go down the green-red road of Zach Polanski and Corbyn? Even replacing Starmer with the newly-elected Andy Burnham will only provide more-of-the-same Tory policies – Burnham went on record saying his first foreign visit as Prime Minister would be to Israel. These are the same policies that created a visceral hatred of Starmer and opened the gates for Reform’s surge.
When news of his resignation broke, a friend told this writer that the one who had engineered the exit of Jeremy Corbyn had been unable to complete two years in office. He added, ‘Rajakam kalath kalakam palade”-– even if you reign, your deeds will bear consequences.
And, so ends the Starmer era, not with the dignity of a statesman, but with the hollow thud of a project built on betrayal, opportunism, and the abandonment of the very principles he once claimed to uphold.
by Vinod Moonesinghe
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