Business
‘Women will lead the ever-evolving marketing landscape’
Thanzyl Thajudeen MCIM CMktr MSLIM MCPM
We are living and breathing an information or creative era today and the ability to capture and manage peoples’ feelings have never been more crucial to the success and sustenance of brands and relationships both internally as well as externally, demanding marketers to possess emotional intelligence at their best possible self. This is well reflected on the growth and importance of intangible assets which today makes up a significant proportion of all corporate value.
Empathy is the keyword here – the ability for marketers to dive deep into neutrally understanding the constantly changing paradigms of not just their consumers but also every stakeholder involved in the value creation chain, and actively seek to learn the many influences and underpinning reasons and undisclosed feelings in a world where the context keeps highly evolving. In many cases, marketers tend to just focus on the relationships with consumers and that too on a more quantitative surface level – labeling them as segments or groups – than an individual focus. A majority undoubtedly still follow those strategies and actions that belong to the industrial revolution, knowing very little that everything around them has already changed. And this could be why men still largely dominate the leadership positions in marketing. But not for long.
We have witnessed that women are naturally able to empathize more than the male counterparts, even though neurologically we are all born with a very similar ability. Many studies show that women score higher on EQ tests than men but there are no genetic biases for these differences. This could also be due to the biological differences, for example Oxytocin is found in higher levels among women, making them more empathetic than the higher concentration of testosterone among men where the brain is tuned into systems than emotional relationships. However, research on these areas is still at its infant stage.
Women are also very likely to be taught about empathy by their female role models when growing up from their childhood, and these socially nurturing roles have been on and around them for generations making it a learned awareness and shared skillset. They can quickly capture and understand various non-verbal communication to include facial expressions, tone of voice and body language. People feel recognized – seen and heard – when they are actively listened to, with the right posture and in turn they share some of the most deep, insightful insights that couldn’t have been known otherwise.
It is not that men are naturally pruned to other way around; it is just that they do not take the initiative to learn empathy from all walks of life. The industrial age probably made them, and in many instances continuing to do so, even more analytical, and systematic. Though this is just as important, it should never surpass or compromise the importance of empathizing with all stakeholders. Rather this numbers-driven skillset should be applied to quantifying and justifying future marketing strategies and its risks associated, the time value of money and capital costs, to create shareholder value, an insightful point I found on a blog post of Prof Malcolm McDonald, and not just narrowing down to traditional marketing analytics.
Men undoubtedly have a lot to learn from the women in marketing. They should develop abilities to see the world through the eyes of others, breaking away from the long association of their own paradigm. They should listen actively to their colleagues, superiors, consumers, suppliers, and partners, gauging both verbal and body language, and ask more about what and why does he or she feels so. The more one does this, the more this would increasingly be a natural response. This is very important to break the ego-centric mindset among marketers, as thinking that they know it all is a very vicious cycle to be in. Today, as marketers, we are dealing with the ‘heart’ than the ‘mind’ of consumers, which is very challenging as many of the problems brands and organizations face today arise from this aspect, yet we approach it like we know what the problem is.
In many academic studies, it shows that women score higher than men in coaching and mentoring others. They can meticulously choose words and language that positively impacts workplace engagements, for example they repeat and rephrase back to people what they have said, and this gives one the reassurance they are being heard, encouraging deeper levels of trust and connection.
(Thanzyl Thajudeen is a senior marketing and design consultant. He can be reached via thanzyl.thajudeen@gmail.com)
Business
Cost-effective clearance of goods across borders to determine worth of Customs Paperless Declaration
By Ifham Nizam
The introduction of the Customs Paperless Declaration from October 1 could mark an important step in Sri Lanka’s efforts to modernise trade, but its real value will depend on whether it reduces the time and cost of moving goods through the country’s borders, Customs House Agents & Traders Association President Mohamed Niyas said.
Niyas warned that digitising Customs declarations alone would not necessarily translate into faster cargo clearance or lower costs for businesses.
‘Expecting a dramatic improvement in clearance speed under the present conditions is like expecting Ferrari performance from a Morris Minor configuration, he said.
For importers and exporters, the issue extends well beyond paperwork. Every additional hour or day that cargo remains in the clearance chain can have wider consequences for businesses, including increased port and storage-related costs, additional working-capital requirements, uncertainty over delivery schedules and disruptions to production and distribution.
Niyas said the competitiveness of Sri Lanka’s trading sector ultimately depended on how efficiently goods could move through the country’s border-clearance system.
‘The real bottleneck is not merely the absence of paper. It is the entire clearance ecosystem—the limitations of the existing ASYCUDA World system, excessive regulatory interventions by Other
Government Agencies, multiple approvals, physical examinations, manual interventions, fragmented processes and institutional constraints, he said.
He cautioned that unless these bottlenecks were addressed, there was a risk that the paperless initiative would merely digitise existing bureaucracy.
‘If these underlying constraints remain unchanged, there is a real risk that the new paperless system could become another “copy-and-paste road show”—where an old, complex clearance process is simply transferred onto a digital screen without fundamentally changing the process itself, Niyas said.
For businesses dependent on imported raw materials, machinery, components and other inputs, clearance efficiency can directly affect the wider supply chain.
Delays at the border can create uncertainty for manufacturers, distributors and retailers, while exporters can face difficulties meeting delivery schedules when imported inputs or export consignments are held up.
Niyas therefore argued that the success of the October 1 initiative should be judged by its impact on trade flows rather than by the number of declarations processed electronically.
‘Paperless does not automatically mean faster, he said. ‘Digitising a slow process does not make the process fast. It only makes the slow process digital.’
He said Sri Lanka needed to move towards what he described as “process-less Customs”—a system in which unnecessary procedures are eliminated rather than simply converted into electronic procedures.
Among the reforms he called for are simplification of Customs declarations and approval workflows, improvements to the functionality of ASYCUDA World, greater use of risk-based inspections and better integration of Other Government Agency approvals.
Niyas also called for the elimination of repetitive document submissions and physical endorsements, greater use of pre-arrival processing, sufficient capacity for digital document uploads and clearly defined service-level timelines for Customs and OGAs.
Business
China backs Sri Lanka’s Non-aligned stance to counter regional pressures
By Sanath Nanayakkare
As global attention has fixed on the high-level diplomatic choreography at the United Nations General Assembly in New York, a subtler, yet profound geopolitical signal was sent from Colombo, yesterday.
In a major address marking the founding anniversary of the People’s Republic of China, newly appointed Chinese Ambassador Wei Huaxiang chose to anchor bilateral relations not just in modern trade or infrastructure, but in a shared respect for Sri Lanka’s legacy of non-aligned independence.
By explicitly invoking Sri Lanka’s foundational role in the 1976 Non-Aligned Summit, Beijing was doing something unexpected in an era defined by fierce great-power rivalry: it was officially validating a small island nation’s right to maintain an independent foreign policy stance.
The Strategic Value of Independence
For decades, nations caught in the crosshairs of major-power competition have faced intense pressure to pick sides. Yet, Ambassador Wei’s embrace of Colombo’s non-aligned tradition signaled a different diplomatic playbook. Instead of demanding alignment, Beijing was framing its partnership as a reliable counterbalance to regional pressures. By honouring Sri Lanka’s diplomatic autonomy, China was effectively reassuring smaller economies that sovereign independence and robust economic cooperation can coexist.
Beyond Ports and Industrial Zones
This diplomatic framing reframed the narrative surrounding major collaborative ventures like the Colombo Port City and Hambantota Port. While foreign analysts often view these projects exclusively through the lens of strategic rivalry, Beijing’s diplomatic messaging tied them back to a historical ethos of solidarity—evoking memories of the 1952 Rubber-Rice Pact.
By marrying economic projects with a stated respect for non-alignment, China is positioning itself as a steadfast stakeholder that respects Sri Lanka’s internal agency during difficult economic and political seasons.
As both nations look toward major milestones in 2027—including the 70th anniversary of diplomatic ties—this nuanced diplomatic move revealed how historic traditions are being leveraged to navigate modern multipolar realities.
For global observers, the takeaway was clear: in the shifting architecture of Asian geopolitics, respecting a nation’s historical neutrality may just be the most effective way to secure a lasting partnership, a diplomatic masterclass that Ambassador Wei Huaxiang executed in style.
Business
Sri Lanka Insurance Life appoints Dr. Sameera Dharmasena Chief Executive Officer
Sri Lanka Insurance Life (SLIC Life), the nation’s largest and strongest Life Insurer, is pleased to announce the appointment of Dr. Sameera Dharmasena as its new Chief Executive Officer, effective 22nd September 2026.
Dr. Dharmasena is a distinguished insurance professional with over 21 years of experience in the Sri Lankan insurance industry, having held senior leadership positions across several leading insurance companies affiliated with some of Sri Lanka’s largest business conglomerates. His extensive career spans both local and multinational insurance environments, bringing together broad industry expertise, strategic leadership and a strong commitment to the advancement of the insurance profession.
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