Features
Challenges and Lessons in Overhauling the Co-operative Societies
LESSONS FROM MY CAREER: SYNTHESIZING MANAGEMENT THEORY WITH PRACTICE – PART 11
The initiation
The last episode dealt with my becoming the General Manager of the Co-operative Management Services Centre (CMSC) and the initial challenges of the job. Studying the origins and principles of co-operatives was helpful, and was a wonderful experience. I learnt about the Rochdale Pioneers who started the concept during the industrial revolution in UK where poverty was rampant. The idea spread throughout the world. Sri Lanka was one of the early countries in Asia that adopted the concept.
Village co-operatives in Sri Lanka, managed by prominent people in the area they were located in, were very successful. When the war erupted and the retail distribution system almost collapsed, the village co-operative stores became most useful. The Governor General had ordered the Commissioner of Co-operative Development to set up co-operative stores in every village almost overnight. The Commissioner refused because he had to teach Co-operative principles before starting such a mission. The Governor General had shot back, “Are you telling me to ask the Japanese to halt the air raids until you have taught everyone co-operative principles?” Co-operative shops were established overnight, and today, most board members of co-operatives have no idea of the principles governing them but have used them as the first step in their career in politics.
I learned about the pre-amalgamation era, where all independently managed village co-operatives in Sri Lanka were affiliated to a union. They were controlled and monitored by the village members, some of whom were respected prominent persons in the area and some who had retired from government service and returned to their villages. It worked well. Then came the amalgamation by Minister T B Ilangaratne, who amalgamated all retail village co-operatives and brought them under a sort of electoral division, the Multi-Purpose Co-operative Societies. According to many, this was a disaster. The village now had no engagement with the head office. The Village Co-operatives became mere “pradeshika” units or retail outlets. Having studied about co-operatives, I believe there is still scope for producer co-operatives, thrift and credit societies, but retail co-operatives may no longer be relevant in an open economy.
A shock followed by divine
intervention
A few months after I arrived at CMSC, I was in for a rude shock. Mr P K Dissanayake, the Commissioner of Co-operative Development and concurrently the Chairman of CMSC, retired from the Department but remained as Chairman of CMSC. One day, he came to the office, announced he was resigning immediately, took his belongings and left. I was there, speechless. Apparently, as the Commissioner, he had conducted some investigations regarding some Ministers who were involved in misdeeds in some Co-operatives, and the Department had made a report. These Ministers had pressurized our Minister and asked that he be not be kept in any post.
I had left a good job and come here, and now what would happen if a Chairman with whom I did not see eye to eye was appointed? For one month or so, no appointment was made. Then I met a friend who had a similar issue in his office. He related a fantastic story about doing seven bodhi poojas; his problem was solved soon after the seventh. As a last resort, I decided to try this. A week or two after my seventh bodhi pooja, I heard that a new Chairman was appointed. I was so relieved because he was a highly respected retired civil servant; B P V A J P Senaratne (popularly known to his colleagues as alphabet Senaratne). Many commented that the Institution will increase in stature because of the calibre of the new Chairman.
A month or so after his arrival, the new Chairman caught me one day, grilled me about my background, and declared that had he known that his General Manager was from the deep south, he would not have accepted the post! Especially during the colonization programs, it was people who came from my village area who gave him the biggest headaches. They were scoundrels, murderers and thieves, he said. Next, he related the story of how he came to be Chairman at CMSC. Being the Chairman of the Planned Parenthood Federation (IPPF) for the Indian Subcontinent, headquartered in Colombo, he was informed that the IPPF was being wound up. Accordingly, all the staff had been terminated, and the files and documents cleared.
Only some unused stocks of paper had to be returned to the Ceylon Paper Corporation. He had brought them in his car with the Administrative Officer (AO). He was parked on Union Place while the AO attended to the return matters. Just opposite was the Food Commissioner’s office, and he thought he would visit his former Deputy, Mr M. D. Pieris, who had taken over as Food Commissioner on his retirement. He found that Mr Pieris was no longer the Food Commissioner but now was the Secretary of the Ministry of Food & Co-operatives, which was in the same premises, and fortunately, he was in office.
As he walked in, Mr Pieris had asked him, “What are you doing now?” The answer was “I have just been rendered unemployed”. Immediately, Mr Senaratne was offered the position of Chairman of CMSC. When he related this story to me, it immediately dawned on me that my Bodhi poojas had worked. I did not tell him that. It was too much of a coincidence. I genuinely believe that some divine power had intervened.
Embarking on the Co-operative Sector Restructuring
The newly introduced VAT scheme was causing problems for the co-operatives. While most small private retailers ignored the VAT charge, the co-operatives had to diligently charge VAT from their customers, rendering them noncompetitive.
The request to the Government to refund the VAT was turned down. Instead, the Government suggested a fund for developing the co-operatives. Some of the public officers immediately met the influential politicians in the area. They asked them how the funds allocated to their co-operatives should be utilized. This was the culture. This would have led to disaster. My Chairman discussed this with the Secretary of the Ministry, and took control. There would be a Restructuring Plan for each Multi-purpose Co-operative Society, and the implementation would be monitored by CMSC consultants. By this time, we had recruited some bright young consultants who had just missed getting into the administrative service.
It was a comprehensive plan that included shedding unprofitable business ventures, retrenching staff, training staff on break even analysis, stock turnover rate and monitoring. The initial period was very challenging because the co-operatives hoped that the closed economy would return to make their lives easier. It took some time for the co-operative leadership to understand the reality. They resisted disposing of unprofitable ventures such as bakeries, printing presses, and rice mills. However, the biggest challenge came from the Co-operative Department. At a full-day conference where we presented the restructuring methodology and explained many new techniques, the last speech by a Deputy Commissioner ruined everything.
He ridiculed the displayed strategy because it would attract more thieves, he said. He criticized the expanded assortment strategy because he said co-operatives should be only for poor people. He was against the employee performance-related incentives scheme, claiming that any surplus belongs to the members and shall not be given to the staff. I was astounded. I debunked his claim during my vote of thanks, made a beeline to the Chairman’s house, and related the story. He advised me not to get worked up because he will have an answer the following morning.
He was a great strategist, and I left it in his hands. The following morning, he told me he would send his resignation to the Ministry. I could not believe what I was hearing. Once again, I will lose a good Chairman. He replied, “Don’t worry, I am confident that my resignation will not be accepted, but it will create some waves for the better. An hour later, he was summoned to the Ministry. Another hour later, I was summoned by the Ministry’s Additional Secretary, and the final result was just as my Chairman had planned. His resignation was not accepted, the Commissioner of Co-operative Development agreed to work closely with us, and a review mechanism with significant stakeholders, with the Secretary chairing the meeting, was implemented.
I learnt many things from this episode. I should have been more discreet; I should have briefed the Deputy Commissioner better, and should have been more strategic. After that, we built good relations with all deputy and assistant commissioners, had joint dinners, and invited them to our lecture presentations with experts, and so on. I developed good relations with the Commissioner of Co-operative Development, Mr Austin Fernando and we became family friends. We visited each other often since he was just five minutes away in the Summit Flats. I would go on inspections of the Co-operative Societies along with him. Relationships matter.
A New Minister takes office
When the restructuring program was going smoothly, Mr Gamini Jayasuriya, Minister of Co-operatives, resigned in protest when the Indo-Lanka agreement was signed. The legendary Dr W Dahanayaka took over. The day he took office, the Ministry staff and some of us in the periphery were invited to a meeting and so was the press. The Minister gave a long speech and reminded the audience they must bear with him because he held the record for the longest parliamentary speech. He enunciated his policies for co-operatives and specifically announced that there would be no restructuring. I looked at the Secretary, Mr M D D Peris, and he too looked at me, and gave a facial expression as if to say “our pet restructuring project is finito”
The following day, Mr Pieris called me and said we need to brief the new Minister about our program and get ready with relevant documents. We briefed the Minister for one hour or so. At the end, Minister Dahanayaka looked quizzically and asked, “So what’s the problem?” We answered, “Sir, yesterday you announced that there would be no restructuring, so we were wondering what we should do.” Giving a loud guffaw, he said, “That was for public consumption. You go ahead with your program.” He continued that, being an experienced politician, he knew exactly what the journalists would write. Naming a particular newspaper, he said, if I had just mentioned “restructuring”, the headlines next day would be ‘co-peratives to be restructured, thousands of jobs at stake’. I remember those Sinhala words even today “Samupakara prathisanskarana kere, sevakayin daahak dotta”. I always believed that there is much to learn from seasoned politicians. The restructuring went on; I used the program for my MBA policy paper, and later even received a consultancy opportunity in Malaysia.
The next episode will be on facing Black July and the transformation made by the Swedish experts.
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.
He can be contacted through email at bizex.seminarsandconsulting@gmail.com)
by Sunil. G. Wijesinha
Features
Ethnic-related problems need solutions now
In the space of 15 months, President Anura Kumara Dissanayake has visited the North of the country more than any other president or prime minister. These were not flying visits either. The president most recent visit to Jaffna last week was on the occasion of Thai Pongal to celebrate the harvest and the dawning of a new season. During the two days he spent in Jaffna, the president launched the national housing project, announced plans to renovate Palaly Airport, to expedite operations at the Kankesanthurai Port, and pledged once again that racism would have no place in the country.
There is no doubt that the president’s consistent presence in the north has had a reassuring effect. His public rejection of racism and his willingness to engage openly with ethnic and religious minorities have helped secure his acceptance as a national leader rather than a communal one. In the fifteen months since he won the presidential election, there have been no inter community clashes of any significance. In a country with a long history of communal tension, this relative calm is not accidental. It reflects a conscious political choice to lower the racial temperature rather than inflame it.
But preventing new problems is only part of the task of governing. While the government under President Dissanayake has taken responsibility for ensuring that anti-minority actions are not permitted on its watch, it has yet to take comparable responsibility for resolving long standing ethnic and political problems inherited from previous governments. These problems may appear manageable because they have existed for years, even decades. Yet their persistence does not make them innocuous. Beneath the surface, they continue to weaken trust in the state and erode confidence in its ability to deliver justice.
Core Principle
A core principle of governance is responsibility for outcomes, not just intentions. Governments do not begin with a clean slate. Governments do not get to choose only the problems they like. They inherit the state in full, with all its unresolved disputes, injustices and problemmatic legacies. To argue that these are someone else’s past mistakes is politically convenient but institutionally dangerous. Unresolved problems have a habit of resurfacing at the most inconvenient moments, often when a government is trying to push through reforms or stabilise the economy.
This reality was underlined in Geneva last week when concerns were raised once again about allegations of sexual abuse that occurred during the war, affecting both men and women who were taken into government custody. Any sense that this issue had faded from international attention was dispelled by the release of a report by the Office of the Human Rights High Commissioner titled “Sri Lanka: Report on conflict related sexual violence”, dated 13.01.26. Such reports do not emerge in a vacuum. They are shaped by the absence of credible domestic processes that investigate allegations, establish accountability and offer redress. They also shape international perceptions, influence diplomatic relationships and affect access to cooperation and support.
Other unresolved problems from the past continue to fester. These include the continued detention of Tamil prisoners under the Prevention of Terrorism Act, in some cases for many years without conclusion, the failure to return civilian owned land taken over by the military during the war, and the fate of thousands of missing persons whose families still seek answers. These are not marginal issues even when they are not at the centre stage. They affect real lives and entire communities. Their cumulative effect is corrosive, undermining efforts to restore normalcy and rebuild confidence in public institutions.
Equal Rights
Another area where delay will prove costly is the resettlement of Malaiyaha Tamil communities affected by the recent cyclone in the central hills, which was the worst affected region in the country. Even as President Dissanayake celebrated Thai Pongal in Jaffna to the appreciation of the people there, Malaiyaha Tamils engaged in peaceful campaigns to bring attention to their unresolved problems. In Colombo at the Liberty Roundabout, a number of them gathered to symbolically celebrate Thai Pongal while also bringing national attention to the issues of their community, in particular the problem of displacement after the cyclone.
The impact of the cyclone, and the likelihood of future ones under conditions of climate change, make it necessary for the displaced Malaiyaha Tamils to be found new places of residence. This is also an opportunity to tackle the problem of their landlessness in a comprehensive manner and make up for decades if not two centuries of inequity.
Planning for relocation and secure housing is good governance. This needs to be done soon. Climate related disasters do not respect political timetables. They punish delay and indecision. A government that prides itself on system change cannot respond to such challenges with temporary fixes.
The government appears concerned that finding new places for the Malaiyaha Tamil people to be resettled will lead to land being taken away from plantation companies which are said to be already struggling for survival. Due to the economic crisis the country has faced since it went bankrupt in 2022, the government has been deferential to the needs of company owners who are receiving most favoured treatment. As a result, the government is contemplating solutions such as high rise apartments and townhouse style housing to minimise the use of land.
Such solutions cannot substitute for a comprehensive strategy that includes consultations with the affected population and addresses their safety, livelihoods and community stability.
Lose Trust
Most of those who voted for the government at the last elections did so in the hope that it would bring about system change. They did not vote for the government to reinforce the same patterns that the old system represented. At its core, system change means rebalancing priorities. It means recognising that economic efficiency without social justice is a short-term gain with long-term costs. It means understanding that unresolved ethnic grievances, unaddressed wartime abuses and unequal responses to disaster will eventually undermine any development programme, no matter how well designed. Governance that postpones difficult decisions may buy time, but lose trust.
The coming year will therefore be decisive. The government must show that its commitment to non racism and inclusion extends beyond conflict prevention to conflict resolution. Addressing conflict related abuses, concluding long standing detentions, returning land, accounting for the missing and securing dignified resettlement for displaced communities are not distractions from the government programme. They are central to it. A government committed to genuine change must address the problems it inherited, or run the risk of being overwhelmed when those problems finally demand settlement.
by Jehan Perera
Features
Education. Reform. Disaster: A Critical Pedagogical Approach
This Kuppi writing aims to engage critically with the current discussion on the reform initiative “Transforming General Education in Sri Lanka 2025,” focusing on institutional and structural changes, including the integration of a digitally driven model alongside curriculum development, teacher training, and assessment reforms. By engaging with these proposed institutional and structural changes through the parameters of the division and recognition of labour, welfare and distribution systems, and lived ground realities, the article develops a critical perspective on the current reform discourse. By examining both the historical context and the present moment, the article argues that these institutional and structural changes attempt to align education with a neoliberal agenda aimed at enhancing the global corporate sector by producing “skilled” labour. This agenda is further evaluated through the pedagogical approach of socialist feminist scholarship. While the reforms aim to produce a ‘skilled workforce with financial literacy,’ this writing raises a critical question: whose labour will be exploited to achieve this goal? Why and What Reform to Education
In exploring why, the government of Sri Lanka seeks to introduce reforms to the current education system, the Prime Minister and Minister of Education, Higher Education, and Vocational Education, Dr. Harini Amarasuriya, revealed in a recent interview on 15 January 2026 on News First Sri Lanka that such reforms are a pressing necessity. According to the philosophical tradition of education reform, curriculum revision and prevailing learning and teaching structures are expected every eight years; however, Sri Lanka has not undertaken such revisions for the past ten years. The renewal of education is therefore necessary, as the current system produces structural issues, including inequality in access to quality education and the need to create labour suited to the modern world. Citing her words, the reforms aim to create “intelligent, civil-minded citizens” in order to build a country where people live in a civilised manner, work happily, uphold democratic principles, and live dignified lives.
Interpreting her narrative, I claim that the reform is intended to produce, shape, and develop a workforce for the neoliberal economy, now centralised around artificial intelligence and machine learning. My socialist feminist perspective explains this further, referring to Rosa Luxemburg’s reading on reforms for social transformation. As Luxemburg notes, although the final goal of reform is to transform the existing order into a better and more advanced system: The question remains: does this new order truly serve the working class? In the case of education, the reform aims to transform children into “intelligent, civil-minded citizens.” Yet, will the neoliberal economy they enter, and the advanced technological industries that shape it, truly provide them a better life, when these industries primarily seek surplus profit?
History suggests otherwise. Sri Lanka has repeatedly remained at the primary manufacturing level within neoliberal industries. The ready-made garment industry, part of the global corporate fashion system, provides evidence: it exploited both manufacturing labourers and brand representatives during structural economic changes in the 1980s. The same pattern now threatens to repeat in the artificial intelligence sector, raising concerns about who truly benefits from these education reforms
That historical material supports the claim that the primary manufacturing labour for the artificial intelligence industry will similarly come from these workers, who are now being trained as skilled employees who follow the system rather than question it. This context can be theorised through Luxemburg’s claim that critical thinking training becomes a privileged instrument, alienating the working class from such training, an approach that neoliberalism prefers to adopt in the global South.
Institutional and Structural Gaps
Though the government aims to address the institutional and structural gaps, I claim that these gaps will instead widen due to the deeply rooted system of uneven distribution in the country. While agreeing to establish smart classrooms, the critical query is the absence of a wide technological welfare system across the country. From electricity to smart equipment, resources remain inadequate, and the government lags behind in taking prompt initiative to meet these requirements.
This issue is not only about the unavailability of human and material infrastructure, but also about the absence of a plan to restore smart normalcy after natural disasters, particularly the resumption of smart network connections. Access to smart learning platforms, such as the internet, for schoolchildren is a high-risk factor that requires not only the monitoring of classroom teachers but also the involvement of the state. The state needs to be vigilant of abuses and disinformation present in the smart-learning space, an area in which Sri Lanka is still lagging. This concern is not only about the safety of children but also about the safety of women. For example, the recent case of abusive image production via Elon Musk’s AI chatbox, X, highlights the urgent need for a legal framework in Sri Lanka.
Considering its geographical location, Sri Lanka is highly vulnerable to natural disasters, the frequency in which they occur, increasing, owing to climate change. Ditwah is a recent example, where villages were buried alive by landslides, rivers overflowed, and families were displaced, losing homes that they had built over their lifetimes. The critical question, then, is: despite the government’s promise to integrate climate change into the curriculum, how can something still ‘in the air ‘with climate adaptation plans yet to be fully established, be effectively incorporated into schools?
Looking at the demographic map of the country, the expansion of the elderly population, the dependent category, requires attention. Considering the physical and psychological conditions of this group, fostering “intelligent, civic-minded” citizens necessitates understanding the elderly not as a charity case but as a human group deserving dignity. This reflects a critical reading of the reform content: what, indeed, is to be taught? This critical aspect further links with the next section of reflective of ground reality.
Reflective Narrative of Ground Reality
Despite the government asserting that the “teacher” is central to this reform, critical engagement requires examining how their labour is recognised. In Sri Lanka, teachers’ work has long been tied to social recognition, both utilised and exploited, Teachers receive low salaries while handling multiple roles: teaching, class management, sectional duties, and disciplinary responsibilities.
At present, a total teaching load is around 35 periods a week, with 28 periods spent in classroom teaching. The reform adds continuous assessments, portfolio work, projects, curriculum preparation, peer coordination, and e-knowledge, to the teacher’s responsibilities. These are undeclared forms of labour, meaning that the government assigns no economic value to them; yet teachers perform these tasks as part of a long-standing culture. When this culture is unpacked, the gendered nature of this undeclared labour becomes clear. It is gendered because the majority of schoolteachers are women, and their unpaid roles remain unrecognised. It is worth citing some empirical narratives to illustrate this point:
“When there was an extra-school event, like walks, prize-giving, or new openings, I stayed after school to design some dancing and practice with the students. I would never get paid for that extra time,” a female dance teacher in the Western Province shared.
I cite this single empirical account, and I am certain that many teachers have similar stories to share.
Where the curriculum is concerned, schoolteachers struggle to complete each lesson as planned due to time constraints and poor infrastructure. As explained by a teacher in the Central Province:
“It is difficult to have a reliable internet connection. Therefore, I use the hotspot on my phone so the children can access the learning material.”
Using their own phones and data for classroom activities is not part of a teacher’s official duties, but a culture has developed around the teaching role that makes such decisions necessary. Such activities related to labour risks further exploitation under the reform if the state remains silent in providing the necessary infrastructure.
Considering that women form the majority of the teaching profession, none of the reforms so far have taken women’s health issues seriously. These issues could be exacerbated by the extra stress arising from multiple job roles. Many female teachers particularly those with young children, those in peri- or post-menopause stages of their life, or those with conditions like endometriosis may experience aggravated health problems due to work-related stress intensified by the reform. This raises a critical question: what role does the state play in addressing these issues?
In Conclusion
The following suggestions are put forward:
First and foremost, the government should clearly declare the fundamental plan of the reform, highlighting why, what, when, and how it will be implemented. This plan should be grounded in the realities of the classroom, focusing on being child-centred and teacher-focused.
Technological welfare interventions are necessary, alongside a legal framework to ensure the safety and security of accessing the smart, information-centred world. Furthermore, teachers’ labour should be formally recognised and assigned economic value. Currently, under neoliberal logic, teachers are often left to navigate these challenges on their own, as if the choice is between survival or collapse.
Aruni Samarakoon teaches at the Department of Public Policy, University of Ruhuna
Kuppi is a politics and pedagogy happening on the margins of the lecture hall that parodies, subverts, and simultaneously reaffirms social hierarchies.
By Aruni Samarakoon
Features
Smartphones and lyrics stands…
Diliup Gabadamudalige is, indeed, a maestro where music is concerned, and this is what he had to say, referring to our Seen ‘N’ Heard in The Island of 6th January, 2026, and I totally agree with his comments.
Diliup: “AI avatars will take over these concerts. It will take some time, but it surely will happen in the near future. Artistes can stay at home and hire their avatar for concerts, movies, etc. Lyrics and dance moves, even gymnastics can be pre-trained”.
Yes, and that would certainly be unsettling as those without talent will make use of AI to deceive the public.
Right now at most events you get the stage crowded with lyrics stands and, to make matters even worse, some of the artistes depend on the smartphone to put over a song – checking out the lyrics, on the smartphone, every few seconds!
In the good ole days, artistes relied on their talent, stage presence, and memorisation skills to dominate the stage.
They would rehearse till they knew the lyrics by heart and focus on connecting with the audience.

Smartphones and lyrics stands: A common sight these days
The ability of the artiste to keep the audience entertained, from start to finish, makes a live performance unforgettable That’s the magic of a great show!
When an artiste’s energy is contagious, and they’re clearly having a blast, the audience feeds off it and gets taken on an exciting ride. It’s like the whole crowd is vibing on the same frequency.
Singing with feeling, on stage, creates this electric connection with the audience, but it can’t be done with a smartphone in one hand and lyrics stands lined up on the stage.
AI’s gonna shake things up in the music scene, for sure – might replace some roles, like session musicians or sound designers – but human talent will still shine!
AI can assist, but it’s tough to replicate human emotion, experience, and soul in music.
In the modern world, I guess artistes will need to blend old-school vibes with new tech but certainly not with smartphones and lyrics stands!
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