Features
MULTI-TASKING IN COLOMBO – Part 55
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
Soon after returning from overseas, I became extremely busy. I had to quickly catch up on my outstanding work at the Ceylon Hotel School (CHS) and various other tasks placed on hold. I had been away for three weeks on an important assignment in Singapore and an unplanned holiday in Malaysia. Towards the end of 1982, I was involved in ten different activities concurrently. I was compelled to master the art of multi-tasking.

Teaching
As a Senior Lecturer in Food & Beverage Operations at CHS, while continuing my lectures and practical sessions, I developed new courses on operations management. I enhanced these courses with selected material from my business administration studies at the university and mini case studies based on my management experience. These courses were popular with the fourth-year students. The most popular course I did was ‘Wine and Spirits Theory’, as students loved to hear my stories while sampling alcoholic beverages!
I also adjusted the evaluation scheme for management courses to reward logical thinking and problem-solving skills of the students, rather than rewarding them on their memorizing skills. The Hospitality industry needed ‘hands on’ managers who were knowledgeable with practical experiences and not experts on theories.
My active participation in fun events and round trips with students helped me to better understand students and appreciate youthful trends. The average age gap between the fourth-year students and myself was only four years, and that helped me to have a good rapport with most of them. While annual graduation ceremonies were happy moments, some students were sad to leave CHS and friendly members of faculty.
Events
The fourth-year management students specializing in culinary arts usually produced high quality gourmet food for dinner. The restaurant service practical sessions with flambé service at the training restaurant often were themed dinners. Expressing showmanship of students while preparing classical cocktails at the training bar, which I managed, were a lot of fun. The Principal/Director of CHS, Mrs. Pearl Heenatigala and members of the teaching faculty, regularly invited their family and friends to fill the 40-seat restaurant. Most of them also sipped pre-dinner cocktails, providing opportunities to the final year students in food & beverage management studies to gain practical experience.
Before and during dinner service, teaching staff were allowed to order ‘free’ cocktails from the students working in the bar on rotation. When it was noticed that one of our faculty colleagues regularly consumed a large number of these ‘free’ cocktails, Mrs. Heenatigala introduced a new rule. Her direction was that the maximum number of cocktails per person was three per evening.
There were two female Culinary Lecturers – Marie and Rosie, who never consumed any cocktails. When students informed me that the ‘usual suspect’ was demanding his fourth cocktail, I politely reminded him about the new rule. He then said, “Machan, what I am ordering now is Marie’s first cocktail! I will come for her second cocktail, very soon!”
Towards the start of the dessert service, he came back claiming “Rosie’s first cocktail!” During a usual dinner service, this colleague cleverly continued to consume nine cocktails made with generous quantities of liquor, prepared faithfully following original classical recipes. Fortunately, he was able to hold his liquor. However, his addiction, posed a few occasional challenges for me to balance the liquor stocks, required by law.
At that time, except for those who were in the hospitality business, most Lankans were not very familiar with wines. Cheeses that were available in Sri Lanka were also limited to a few brands. The socialist government in power till 1977 had virtually stopped all imports of non-essential items. Towards the late 1970 when a new pro free-market government lifted all those import restrictions, Lankan hoteliers were pleased.
The first-ever supermarket in Sri Lanka was just opened by the well-known entrepreneur, Cornel Perera. In later years, he became the Chairman of the owning company of Colombo Hilton and also the Chairman of the Sri Lanka Institute of Tourism and Hotel Management (successor of CHS). Cornel’s Supermarket made a wide range of cheeses available in Sri Lanka, by early 1980s, but these were very expensive. Around the same period, many liquor suppliers grew their businesses by importing a wider range of wines required by hotels.

“Chandana, how about organizing a large-scale Cheese and Wine event at CHS?” Mrs. Heenatigala planted a seed in my mind. “Madam, that’s an excellent idea which will help our students’ appreciation of wines and cheeses, plus boost the image of CHS. Give me a month and I will organize a big event, at the lowest possible cost,” I told her.
I met Cornel Perera and the leading wine importers and arranged a few sponsorship deals. As CHS students were not exposed to butter carvings, I demonstrated this skill at CHS, which I had developed when I was an Executive Chef in the mid-1970s. We included a number of large, butter carvings to our event decorations. Encouraged with the success of this Cheese and Wine event, CHS continued with regular special events.
Business
My weekends were devoted to our family business – Streamline Services (Pvt.) Ltd. As a Director of the company, I ran the Streamline Hotel Management Training Section. We had lectures on Saturdays and Sundays. With the increased business and student intake, we organized two award ceremonies a year.
As CHS could not produce sufficient number of graduates, the hotel industry praised Streamline Services for our efforts in educating and training a large number of hotel workers, and future managers. The chief guests of our award ceremonies were well-known hospitality industry leaders such as Mr. Herbert Cooray (Chairman of Jetwing Hotels Group, as well as the Tourist Hotels Association of Sri Lanka) and Sriyantha Senaratne (Managing Director of Gemini Management Services Ltd.).
Recruiting
A businessman I met in Singapore had secured a contract as the student recruiting agent for the Far East and South Asia for an up-and-coming Swiss hotel school – Hotelconsult (now, Hotel Consult Institut Hôtelier César Ritz). He met me when I was a guest at the Goodwood Park Hotel, and later appointed me as the Resident Director for Sri Lanka of his company – Inter-Asia Education Consultants, Singapore. My job was to recruit students to Hotelconsult, and I did well in recruitment due to hard work by Streamline Services.
The student recruitment business grew quickly and through my contacts, a few other European hotel schools appointed Streamline Services as the sole student recruitment agent in Sri Lanka. These schools included the International Management Institute (IMI) in Switzerland, the Hague Hotel School in the Netherlands and the Hotel Schools within the Schiller International University in Switzerland, France, the UK and the USA. Strengthening the business relationships I had built, in later years I secured a few teaching contracts at IMI, Switzerland and the School of Hotel Management at the Schiller International University in the UK (I also became the Acting Director of this school in 1990).

Consulting
Around the same time, a few companies appointed me as a consultant for short-term assignments. I led a team of food & beverage specialists from CHS, to develop and deliver a two-week food and beverage training session for hotel workers at the Holiday Inn in Colombo. This was by invitation of my friend, Imtiaz Cader, the General Manager/Director of the hotel.
I also helped in the initial planning of two proposed hotel projects. My clients were Majestic Holiday Resorts Ltd. which intended to open a hotel near Hikkaduwa and Lee Potter Holdings in the UK, which intended to open a hotel in Passikudah. On the request of one of my batch-mates at the Colombo University who was Personnel Manager of Singer Lanka Ltd., I advised on improving the skills of Singer canteen cooking staff.
Studying
On most weekday evening for 30 weeks, I went to the lectures of the Executive Diploma in Business Administration (EDBA) program at the University of Colombo (UoC). As UoC cleverly arranged experienced industry leaders, well-known economists, leading corporate and industrial lawyers, top financial consultants, human resource specialists, marketing gurus and production managers to teach, I acquired lots of practical business knowledge.
In addition, I also attended four seminars organized by different organizations in Sri Lanka and presented by international experts. The longer seminar was a two-week program in ‘Hotel Management’ by South Devon Technical College in the UK. Each of the other three seminars were one-week long. Those were a ‘Train the Trainer’ by American Hotel & Motel Association, ‘Tourism Marketing’ by Pacific Asia Travel Association, and ‘Operations Management’ by Pannel Kerr Forster Consulting in USA. I was the seminar coordinator for the last seminar. That experience motivated me to organize and present a large number of hotel management seminars in many countries over the next 40 years.
Guiding
One day, Mrs. Heenatigala delegated a short, additional teaching assignment to me. She asked me to deliver three, two-hour sessions of food and beverage essential knowledge and table etiquette, to a group of 40 mature students studying to qualify as Tourist Guide Lecturers. In order to have some clearer context of the whole program, I asked a few questions. She said that it would be a part-time program with 10-hours of lectures a week over a four-month period, conducted at UoC. She also provided me with the full syllabus.
When I read that syllabus, I was most impressed with the comprehensive information the program provided and the high calibre of subject experts who would be making presentations. It covered each segment of the 2,600 years of recorded history of Sri Lanka. Each historic segment was presented in summary form by a university professor who had done a doctoral degree on the subject. My new mentor, the Dean of the Faculty of Arts at UoC, Professor Bertram Bastianpillai was one of those history professors.
In addition, the syllabus covered essential information about the geography, economy, industries, spices, cuisine, ayurveda, gems, arts and crafts, tourism, culture, religions etc. Elocution was a subject and the grading for that subject was given during a week-long tour of Sri Lanka, when topics for speeches were given at random to the students in the program. There also were written exams for other subjects.
“Madam, I will teach in this program this year, but I would love to be a student in the next cohort in four months’ time.” I told Mrs. Heenatigala. “You seem to be hungry for knowledge! As this program is organized by our employer, Ceylon Tourist Board, it will be totally free for you. I will enrol you.” She supported my wish. Classes were from 4:00 pm to 6:00 pm. Every weekday, I left work at CHS around 3:30 pm and attended the Tourist Guide Lecturer sessions at UoC from 4:00 pm, but left half an hour early to rush to attend EDBA lectures from 5:30 to 7:30 pm. After dinner, I studied and also prepared for my lectures until midnight every day. It was hectic but rewarding.
Supporting me, my wife (who worked for a travel company) and one of her uncles who did tour guiding, joined my batch as fellow students and we had lot of fun. We also studied together before the examinations. In 1982, I lectured in the program, in 1983, I completed the program as a student and passed the examinations, and in 1984, Ceylon Tourist Board licenced me as a Tourist Guide Lecturer. I hardly practiced this profession, but was very happy with the knowledge I gained. It is an excellent program, which still continues.

Volunteering
I served as the Treasurer of the Ceylon Hotel School Graduates Association (CHSGA) for two years. In 1981, I was elected to be the General Secretary of this largest professional association for the hotel industry of Sri Lanka. The position demanded a considerable amount of time, but as all monthly meetings were held at CHS, it was convenient for me.
Acting
As a child actor, having appeared in two Sri Lankan movies and a cinema advertisement in 1960s, I had some experience in front of the movie camera. As a child, I was directed by the greatest movie director in Sri Lanka, Lester James Peries and also a well-known cinematographer and director, Willie Blake.
In the early 1980s, my wife was becoming popular as an actress for TV commercials. One day when I accompanied her on a shoot, the well-known movie director who shot the commercial, D.B. Nihalsinghe and his brother, D. B Suranimala, a TV commercial director, chatted with me. After that they invited me to act in several TV commercials with my wife. I ended up doing nine TV commercials and a some other minor, acting assignments (for catwalk, calendar photo shoot, Christmas music shows and music videos).
Judo
On re-locating in Colombo in 1981, I re-started Judo at my club, the Central YMCA. By 1982, I had improved my Judo fighting and recorded some good successes at tournaments. After practice one day, when Judo colleagues were having some post-practice refreshments at a nearby café, one of the highest-ranking Judokas in Sri Lanka, Kithsiri De Soyza, made an offer to me. He announced that the National Judo Association of Sri Lanka has decided to include me as a member of the Sri Lanka national Judo team to compete in a few international tournaments held in India. A few days later, I packed my bags and left for India for two weeks with nine other national Judokas on an ‘action-packed’ memorable trip.
When I look back, I wonder how I was able to handle all those different activities concurrently, 40 years ago. Being a young man in my late twenties, I guess that I had a lot of energy. I wish that I could still have the same level of energy and enthusiasm to tick all items in my ever-expanding bucket list…
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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