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The # 1 Sri Lankan Hotel Company in 2023

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CONFESSIONS OF A GLOBAL GYPSY

Dr. Chandana (Chandi) Jayawardena DPhil
President – Chandi J. Associates Inc. Consulting, Canada
Founder & Administrator – Global Hospitality Forum
chandij@sympatico.ca

Acknowledgement

I thank Mr. Gemunu Goonewardena, Chairman of the Tourist Hotels Classification Committee from 2018 to 2022, and Non-Executive Director of the Board of Aitken Spence Hotel Holding PLC, for his assistance to me in collecting current data.

Hotels Rooms in Sri Lanka in 2023

All types of accommodation are available in Sri Lanka for tourism, including hotels classified by the Sri Lanka Tourism Development Authority (SLTDA), unclassified accommodation, bungalows etc. The total capacity is now over 48,000 rooms in 3,657 units. This is including the upcoming 2023 opening of the largest hotel in Sri Lanka – the 800-room Cinnamon Life Colombo. With that, the total number of classified hotels (one to five star) rooms in Sri Lanka will soon reach 15,642 in 160 hotels.

In 2023, five hotel companies operated over half of the room stock in Sri Lanka, which are within their 56 (generally, larger) hotels as indicated in the table below. The other half of the rooms are within the balance 104 (generally, smaller) hotels. A small number of rooms in bungalows managed by a few of these companies were not considered for this calculation.

All three top Sri Lankan hotel companies – Cinnamon, Heritance and Jetwing entered the hotel industry around the same period, 50 years ago. With the opening of Life in 2023, in terms of total room capacity, the Cinnamon brand of John Keells Group will surpass Heritance and associated brands (including 500-room RIU partnership) of Aitken Spence Group.

With a successful operation of 10 hotels in three other countries (The Maldives, India and Oman) Aitken Spence Group will continue to compete aggressively in terms of the total number of hotels and rooms operated by a Sri Lankan company. Their main achievements include opening the first five-star resort hotel in Sri Lanka in 1982 – Triton and a decade later opening multi-award-winning, iconic hotel – Kandalama. The company with the largest number of hotels in Sri Lanka – Jetwing operates a chain of 20 hotels with different and interesting themes. The rest of this article focuses on the # 1 Sri Lankan Hotel company — Cinnamon.

Cinnamon Hotel Brand in 2023

Over the last five decades, John Keells Group operated their hotel management company under different names. In 1970s as Walkers Tours Hotels, in 1980s as Hotel Management & Marketing Services Limited, and in 1990s as John Keells Hotels. In the year 2005, they rebranded their hotel chain as Cinnamon. In 2023, Cinnamon is the largest hotel company in Sri Lanka. They also have four hotels in the Maldives.

With the opening of their 16th hotel – Cinnamon Life, the hotel company will have a room stock of 3,288 in Sri Lanka and The Maldives. Both in terms of the quality of the hotels and the quantity of the room stock, Cinnamon is arguably the greatest hotel company in Sri Lanka, today.

Cinnamon Hotel’s most ambitious project – Cinnamon Life Colombo is the first integrated resort in Sri Lanka and the largest private investment in the country. Sri Lankan-British architect, Cecil Balmond designed the resort while Hyundai Engineering & Construction is the main contractor. The construction of the resort began nine years ago. This 47-floor complex, includes 800 five-star hotel rooms, a retail and entertainment complex, large conference venues, a 30-storey office tower and two separate residential towers with 427 luxury apartments. Cinnamon Life Complex promises vibrant, innovative, futuristic and unique elements. It is expected to be an icon that will redefine Colombo’s skyline.

My Connections with Walkers Tours/John Keells from 1973 to 1993

By early 1970s, Walkers Tours & Travels Limited (later rebranded Walkers Tours) became the leading tour operator in Ceylon. It was founded in 1969. Soon, they represented two of the largest European tour operators, from West Germany and Denmark, who were actively promoting tourism in Sri Lanka.

A young lawyer, Sriyantha (Simon) Senaratne was appointed as the Managing Director of Walkers Tours in 1971. When Walkers Tours was acquired by John Keells Group of companies in 1972, he continued in that position for seven more years. As a part of the vision of the Managing Director, Walkers Tours entered the hotel industry in 1973 with a unique project in a remote area — Habarana, and soon became the leader in hotel management in Sri Lanka.

Prior to my departure from Sri Lanka to pursue my global career in early 1994, for the first two decades of this iconic hotel company, I was connected with them in various capacities. My direct and indirect roles with them included serving tourist groups and representatives of Walkers Tours as a waiter, barman, cook, trainee chef, executive chef, food & beverage manager, hotel manager, operations manager of the corporate office of the hotel company, and finally as the general manager of their two largest hotels in the 1980s. In later years, while working for other companies in Sri Lanka such as Le Galadari Meridien and Mount Lavinia Hotel, my teams depended largely on tourist traffic from Walkers Tours.

I am most thankful to Walkers Tours/John Keells Group for giving me valuable opportunities. They allowed me to experience at a young age, various senior operational positions and leadership tasks during the early years of my career in the hotel industry. My direct and indirect connections with this largest group of companies in Sri Lanka over a period of 20 years, can be summarized as:

1973 – Bentota Beach Hotel

First, I was associated with operational people and tour guides attached to Walkers Tours in 1973 while working as a trainee waiter, barman and cook on one of my Ceylon Hotel School (CHS) internships. It was at what was then the best resort hotel in Sri Lanka – Bentota Beach Hotel. Soon after my graduation from CHS in 1974 I was recruited by Bentota Beach as the Trainee Executive Chef. In that role for a year, I associated with more Walkers Tours groups and Resident Managers and Tour Managers.

Bentota Beach was a popular meeting place for many young hoteliers from over a dozen of new hotels in Bentota and Beruwala. In 1975 at a hotelier’s party, I met Jayantha Silva who had been recruited to manage the first hotel to be operated by Walkers Tours – Hotel Swanee.

1975 – Coral Gardens Hotel

After a year, I was transferred with the promotion of Executive Chef (and Assistant Manager) of the sister hotel of Bentota Beach Hotel – Coral Gardens. There, I took my relationships with Walkers tour leaders to a new level. On most days, we catered for an additional 150 to 200 tourists who visited Coral Gardens Hotel only for lunch during their island-wide round trip with Walkers Tours. In consultation with the tour leaders, I planned standard, three-course lunch menus that could be prepared and served quickly, after their glass-bottom boat excursions to see beautiful coral gardens, Hikkaduwa was famous for.

I met an innovative and ambitious, young hotelier — Bobby Adams for the first time in 1975, two weeks prior to his departure from Coral Gardens, when I succeeded him. Bobby who was the Assistant Manager of Coral Gardens Hotel was joining Walkers Tours to open The Village, Habarana – the first hotel to be built by Walkers Tours. Just before Bobby opened The Village in 1976 as its Manager, Bobby called me from Habarana, “Chandi, why don’t you join me as the Executive Chef at The Village?” he asked. However, at that point, I did not accept his offer. A few years later, I worked for Bobby twice. When I married in 1980, he was my best-man. When I was 27, I became his deputy at John Keells. Bobby was the first Director – Operations for hotels at their corporate office.

1977 – One Week Tour with Walkers Tours

In the summer of 1977, Walkers Tours decided to organize a one-week-long coach tour around Sri Lanka for representatives from all hotels in Sri Lanka providing rooms to their clients. As the Assistant Manager and Executive Chef, I represented Coral Gardens Hotel in this tour. It turned out to be a fun-filled, thank you tour. It was a great, public relations initiative by Walkers Tours with their hotel industry partners.

Most members of the top team of Walkers Tours joined this trip. They included Sri Lankan travel trade legends such as Norman Impett and Nevil Arnolda. They were both Directors of Walkers Tours. I also got to be better acquainted with prominent, younger members of Walkers Tours family, such as Bobby Jordan and Jansi Ponniah, who joined the trip. They both were very friendly, efficient, dynamic and well-connected with the hotel industry.

The highlight of the tour was spending a couple of days at their then flagship hotel – The Village, Habarana. By then, Walkers Tours had a number of hotel management agreements, was managing Hotel Swanee, and was taking over the management of Hotel Ceysands. They were in the early stages of planning a hotel in Kandy which was called Kandy Walkinn (which years later opened as Hotel Citadel). My friend Bobby Adams was very happy to see me again. Both of us sat at the ‘Don Martin’s bar at The Village and had a long chat over a couple of drinks. Bobby was very convincing. “Chandi, you must join Walkers Tours, now!” he insisted.

1977 – Hotel Ceysands

The day after the one-week coach tour with Walkers Tours, Captain D. A Wickramasinghe (Captain Wicks, who later became my father-in-law), the new General Manager of Hotel Ceysands called and met with me. He explained that Walkers Tours had taken over the Hotel Ceysands management from the owners — Ceylinco Group. After a pause, Captain Wicks said, “Chandana, we are expecting 100% occupancy from the first of November, 1977 for six months. We need a good professional like you to join us at least by the first of October, to organize the kitchen, restaurant and bars within a month.”

Soon after that, I joined Walkers Tours as the Food & Beverage Manager and Executive Chef of Hotel Ceysands. At that time, I met Walkers Tours Managing Director – Sriyantha (Simon) Senaratna, and the Finance Director – Priya Edirisinghe, who handled the hotel expansion projects.

1979 – Swanee

Hotel Swanee wasn’t a well-planned, developed hotel. However, when Walkers Tours took over the hotel in 1975, they wisely invested in major upgrades for the hotel. They hired respected professionals such as Bevis Bawa, to upgrade and maintain the landscaping.

As the first hotel to be managed by Walkers Tours/John Keells, it was also an important learning journey for the group. In 1979 at the age of 25, I was proud to be promoted to be the Manager of Hotel Swanee. John Keells Group Chairman, Mark Bostock was very fond of me and arranged my first overseas training in his country (England) with Trust House Forte.

1980 – An Offer from a new Rival Company

I was surprised when Somaratne Silva invited me to his house in Colombo to discuss the Manger job offer for me to open Sigiriya Village, which was expected to be the main competitor for The Village Habarana. He was such an interesting man.

He talked about his training in the Netherlands, his work experience in hotels there, his recommending Bobby Adams for The Village and his positive observations about my work at Hotel Ceysands and Hotel Swanee. I nearly accepted that job, but eventually decided to continue with John Keells.

1980 – Ambalangoda Rest House

By 1980, Walkers Tours/John Keells was expanding its hospitality business by acquiring some smaller properties with management contracts. The group opened their second hotel in Beruwala — Hotel Bayroo, on a management contract, in the midst of various obstacles created by the village thugs. In addition to managing Hotel Swanee, I was asked to take over the Ambalangoda Rest House, to reorganize and improve its standards and to manage it.

1981 – Hotel Management & Marketing Services Limited

At the beginning of 1981, I was promoted again and was transferred to the John Keells corporate office in Colombo. I was the second in command of Walkers Tours/John Keells’ hotel company — Hotel Management & Marketing Services Limited (HMMS), as the deputy to Bobby Adams.

1981 – Temple Trees

Mainly owing to a personal relationship Bobby Adams had with then Prime Minister, R. Premadasa, the group commenced managing the Prime Minister’s official residence — Temple Trees. I released one of the departmental managers from Hotel Swanee — Fazal Izzadeen to become the Manager of Temple Trees.

1981 – Ceylinco Hotel

In Colombo, we had negotiated to take over the management of Ceylinco Hotel. “Chandi, I would like you to take over the management of Ceylinco Hotel and re-organize it”, Bobby informed me. He knew that I had a personal friendship with the Ceylinco Group Chairman, Lalith Kotalawala, which was useful in taking over Ceylinco Hotel.

1981 – Representing Walkers Tours as the Group Executive Chef in Hong Kong

In the midst of my busy schedule with HMMS, Bobby Adams entrusted me, on short notice, with a special assignment in Hong Kong. He wanted me to quickly plan and organize a large Sri Lankan and Maldivian food festival at the Hotel Furama InterContinental, Hong Kong. It was an important, two-week tourism promotional festival, in partnership with a number of organizations. They were represented by well-known leaders of the tourist industry, such as M. Y. M. Thahir of Walkers Tours, Pani Seneviratne of Ceylon Tourist Board, and Ahamed Didi of Universal Resorts, The Maldives.

1985 – The Village & The Lodge

Soon after my return from England in 1985, upon completing my graduate studies in International Hotel Management, I re-joined John Keells Group. I was appointed as the General Manager of their largest two hotels – The Village and The Lodge. I reported to Bobby Adams, and also worked closely on rates and financial aspects with Vivendra Lintotawela, who later became the Chairman of John Keells Holdings. On a day when all 260 rooms in both hotels were occupied, my management team in Habarana led providing hospitality and meals to 1,000 people — 520 guests, 120 tourist drivers and 360 employees.

In The Village, Somaratna Silva had cleverly created a rustic resort with an open concept with individual rooms appearing like small houses in a remote village. In The Lodge, two young Architects — Pheroze Choksy and Ismeth Rahim — continued the open concept, but with more sophistication. The end result was simply a masterpiece of architecture in two sister hotels, blending beautifully with nature, and the seamless delivery of world class hospitality.

John Keells/Walkers Tours, had created two iconic resorts, which were simply a delight for any hotelier to operate. I was fortunate to get that opportunity.

1985 – Habarana Farm

In addition to managing the two resorts in Habarana, I managed a large farm with the assistance of a qualified farm manager who reported to me. The farm cultivated vegetables and fruits to supply both resorts and used kitchen food waste to feed around 35 pigs raised on the farm.

1986 – Keels Food Product Distribution Operation

One day the Managing Director of Walkers Tours, Ken Balendra (later, the first Sri Lankan to be appointed as the Chairman of John Keells Holdings) called me and asked, “Chandana, don’t you have unused cold room facilities at The Lodge?” When I confirmed that we did, he assigned me some additional duties. “Look Chandana, we are commencing a new company – Keells Food Products, initially with mainly meat products. Our vision is to eventually make it the largest such company in Sri Lanka. We would like you to set up the food distribution network for Keells Food Products in the North Central Province.” I immediately hired a Food Distribution Coordinator, bought a large refrigerated van and commenced food distribution.

1986-1989 and 1990-1993

During my three years as the Director of Food & Beverage of the 500-room five-star Le Galadari Meridien Hotel in Colombo from 1986 to 1989, I realized the influence Walkers Tours had with most of the hotels in Sri Lanka. My colleague, Chandra Mohotti, the Director of Room Division of the hotel treated anyone from Walkers Tours as royalty, as their group business was valuable.

During my three years as the General Manager of Mount Lavinia Hotel from 1990 to 1993 we depended heavily on group bookings from Walkers Tours. I enjoyed working with them very closely, especially during the tour group contract negotiations held in Berlin, Milan and London during major travel trade events (ITB, BIT and WTM). After work we all socialized until the early hours in the morning. Those were memorable days.

I left Sri Lanka permanently in early 1994 to focus on my global career. Therefore, I had no direct connections with Walkers Tours/John Keells for nearly 30 years. However, during those three decades, when I visited Sri Lanka over 35 times as a tourist, as a guest of a few of their hotels, I continued to be impressed with the visionary developments, ambitious takeovers, innovative expansions and creative re-branding of the hotel business of Walkers Tours/John Keells.

Many board members and professional hoteliers have contributed to this remarkable journey, having many unprecedented successes. In spite of various macro level challenges such as the 26-year civil war from 1983 to 2009, Walkers Tours/John Keells hotels managed to survive and progress.

How Did Everything Start in 1973?

At the end of the day, it is still important to understand the humble beginnings of this hotel company and appreciate the pioneers who commenced that amazing journey… Continuing next week, with a question-and-answer format with the visionary leader who steered Walkers Tours to enter the hotel industry 50 years ago.



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Trump-Xi meet more about economics rather than politics

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President Donald Trump meets President Xi Jinping in Beijing: Mutually beneficial ties aimed at. (CNN)

The fact that some of the US’ topmost figures in business, such as Tesla chief Elon Musk and major US chipmaker Jensen Huang of NVIDIA fame, occupied as nearly a prominent a position as President Donald Trump at the recent ‘historic and landmark’ visit by the latter to China underscores the continuing vital importance of business in US-China ties. Business seemed to outweigh politics to a considerable degree in importance during the visit although the political dimension in US-China ties appeared to be more ‘headline grabbing’.

To be sure, the political dimension cannot be downplayed. For very good reason China could be seen as holding the power balance somewhat evenly between East and West. The international politics commentator couldn’t be seen as overstating the case if he takes the position that China could exercise substantial influence over the East currently; that is Russia and Iran, in the main. The latter powers hold the key in the Eastern hemisphere to shaping international politics in the direction of further war or of influencing it towards a measure of peace.

For example, time and again China has prevented the West from ‘having its own way’, so to speak, in the UN Security Council, for instance, in respect of the ongoing conflicts involving Russia and Iran, by way of abstaining from voting or by vetoing declarations that it sees as deleterious. That is, China has been what could be seen as a ‘moderating influence’ in international politics thus far. It has helped to keep the power balance somewhat intact between East and West.

At present a meet is ongoing between Chinese President Xi Jinping and Russian President Vladimir Putin in Beijing. This happened almost immediately after the Trump visit. Apparently, Beijing is in an effort to project itself as treating the US and Russia even-handedly while underscoring that it is no ‘special friend’ of the US or the West.

This effort at adopting a non-partisan stance on contentious questions in international politics is also seen in Beijing’s policy position on the Hormuz tangle and issues growing out of it. The Chinese authorities are quoted as saying in this regard, for instance, that China is for ‘a comprehensive and lasting ceasefire in the Middle East’.

Such a position has the effect of enhancing the perception that China is even-handed in its handling of divisive foreign policy posers. It is not openly anti-West nor is it weighing in with Iran and other Eastern actors that are opposed to the West in the West Asian theatre. A ‘comprehensive and lasting ceasefire’ implies that a solution needs to be arrived at that would be seen as fair by all quarters concerned.

On the highly sensitive Taiwan issue, President Xi was comparatively forthright during the Trump visit, but here too it was plain to see that Beijing was not intent on introducing a jarring, discordant note into the ongoing, largely cordial discussions with Washington. On the Taiwan question President Xi was quoted saying: ‘If mishandled, the two nations could collide even come into conflict.’ In other words, the US was cautioned that China’s interests need to be always borne in mind in its handling of the Taiwan issue.

The cautioning had the desired result because Trump in turn had reportedly conveyed to Taiwan that the latter’s concerns on the matter of independence had to be handled discreetly. He had told Taiwan plainly not to declare ‘independence.’

Accordingly, neither the US nor China had said or done anything that would have made either party lose face during their interaction. Apparently, both sides were sensitive to each others’ larger or national interests. And the economic interests of both powers were foremost among the latter considerations.

There is no glossing over or ignoring economic interests in the furtherance of ties between states. They are primal shaping forces of foreign policies and the fact that ‘economics drives politics’ is most apparent in US-China ties. That is, economic survival is fundamental.

Among the more memorable quotes from President Xi during the interaction, which also included US business leaders, was the following: ‘China’s doors will be open wider’ and US firms would have ‘broader prospects in the Chinese market.’

Xi went on to say that the sides had agreed to a ‘new positioning for ties’ based on ‘constructive strategic stability’. The implication here is that both sides would do well not to undermine existing, mutually beneficial economic relations in view of the wider national interests of both powers that are served by a continuation of these economic ties. That is, the way forward, in the words of the Chinese authorities, is ‘win-win cooperation.’

It is the above pronouncements by the Chinese authorities that probably led President Trump to gush that the talks were ‘very successful’ and of ‘historic and landmark’ importance. Such sentiments should only be expected of a billionaire US President, bent on economic empire-building.

One of the most important deals that were put through reportedly during the interaction was a Chinese agreement to buy some 200 Boeing jets and a ‘potential commitment to buy an additional 750 planes.’ However, details were not forthcoming on other business deals that may have been hatched.

Accordingly, from the viewpoint of the protagonists the talks went off well and the chances are that the sides would stand to gain substantially from unruffled future economic ties. However, there was no mention of whether the health of the world economy or the ongoing conflicts in West Asia were taken up for discussion.

Such neglect is regretful. Although the veritable economic power houses of the world, the US and China, are likely to thrive in the short and medium terms and their ruling strata could be expected to benefit enormously from these ongoing economic interactions the same could not be said of most of the rest of the world and its populations.

Needless to say, the ongoing oil and gas crisis, for instance, resulting from the conflict situation in West Asia, is taking a heavy toll on the majority of the world’s economies and the relevant publics. While no urgent intervention to ease the lot of the latter could be expected from the Trump administration there is much that China could do on this score.

China could use its good offices with the US to address the negative fallout on the poorer sections of the world from the present global economic crunch and urge the West to help in introducing systemic changes that could facilitate these positive outcomes. After all, China remains a socialist power.

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The Quiet Shift: China as America’s “+1” in a Changing World Order

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Xi and Trump

“Everything ever said to me by any Chinese of any station during any visit was part of an intricate design”

— Henry Kissinger

That design may already be complete before this week’s , a meeting that could shape the future balance of global power.

The wind arrives quietly. By the time it is heard, history has already begun to turn. Across Asia, that wind is no longer distant. It carries with it the exhaustion of an old order and the uncertain birth of another. The question now is not whether the world will change. It is whether those who hold power possess the wisdom to guide that change toward something less violent than the century behind us.

Since 1945, the United States has carried the burden of a global order built with its Western allies. To its credit, the world avoided another direct world war between great powers. The conflicts remained contained in distant lands—proxy wars fought in the shadows of ideology, oil, and influence. From Latin America to Asia, the American century expanded not only through prosperity, but through intervention. Yet empires, even democratic ones, grow tired. Fatigue settles slowly into institutions, alliances, and public memory. The role of global policeman no longer inspires certainty in Washington as it once did.

The “rules-based order” now confronts its own contradiction: it was built to be universal, yet it often appeared selective. During my recent visit to , a young researcher asked me quietly, “Does the West itself still believe in the rules-based order?” The question lingered long after the conversation ended. The rising century demands a more inclusive architecture—one that recognises the reality of Asian power, especially China.

My three years of field research across South and Southeast Asia, documented in , revealed a transformation too significant to dismiss as temporary. China has moved beyond being merely a competitor to the United States. In trade, infrastructure, technology, cultural diplomacy, and economic influence, Beijing has established itself as what may be called the world’s “US +1.”

Great powers often search for such a partner. History shows this tendency clearly. When an empire becomes overextended—burdened by wars, alliances, sanctions, tariffs, and crises—it seeks another center of gravity to stabilize the system it can no longer manage alone. The United States today faces disorder stretching from Venezuela to Iran, from Ukraine to the unsettled Middle East. In this landscape, China emerges not simply as a rival, but as a state powerful enough to broker peace where Washington alone no longer can.

Drawing from the lessons of the Nixon–Mao era, warned that “” The United States and China are now engaged in a long-term economic, technological, political, and strategic competition. Managing that competition wisely may become the defining challenge of this century. In such a deeply polarized and unstable world, recognising China as a “US +1” partner is not surrender, but strategic realism.

Donald Trump understood this reality before boarding his flight to meet Xi Jinping. Their meeting inside Zhongnanhai—the guarded compound where China’s leadership governs—was never merely ceremonial. It symbolized a deeper recognition already acknowledged quietly within the itself: China is the nearest peer competitor the United States has ever confronted. Before departing Washington, Trump seemed to reassess not only China’s strength, but its unavoidable position as a “” shaping the future global balance.

Yet the significance of a Trump–Xi meeting extends beyond trade wars, tariffs, or diplomatic spectacle. It presents an opportunity to confront two crises shaping the century ahead: global energy insecurity and regional instability. Washington increasingly understands the limits of direct engagement with Tehran. Decades of pressure, sanctions, and confrontation have produced exhaustion rather than resolution. In that vacuum, Beijing now possesses leverage that Washington does not.

For China, this is an opportunity to evolve from a development partner into a security actor. Xi Jinping’s (GSI) was never designed merely as rhetoric. It was intended as the next phase of Chinese influence—transforming economic dependence into strategic trust. The geopolitical spillover from the Iranian conflict now offers Beijing a historic opening to project itself as a stabilising force in the region, not against the United States, but alongside it as a “US +1” partner.

If China succeeds in helping stabilise the Gulf and secure energy corridors vital to Asia, it will reshape perceptions of Chinese power globally. Beijing would no longer be seen only as the builder of ports, railways, and industrial zones, but as a guarantor of regional balance. This transition—from infrastructure diplomacy to security diplomacy—may become one of the defining geopolitical shifts of the coming decade.

Xi Jinping does not seek open confrontation. His strategy is older, more patient, and perhaps more formidable because of its restraint. Beijing speaks not of domination, but of a “,” advanced through three instruments of influence: the Global Development Initiative (GDI), the Global Security Initiative (GSI), and the Global Civilization Initiative (GCI). These are not slogans alone. Across Asia, many governments increasingly trust China as a development partner more than any other power.

India, despite its ambitions, has not matched this scale of regional penetration. In both ASEAN and South Asia, China’s economic gravity is felt more deeply. Ports, railways, technology networks, and financial dependency have altered the geopolitical map quietly, without the spectacle of war.

In , I compared three inward-looking national strategies shaping Asia today: Trump’s MAGA, Modi’s emerging economic nationalism , and Xi’s strategy. Among them, China has demonstrated the greatest structural resilience. Faced with American tariffs and decoupling pressures, Beijing diversified its supply chains across Central Asia, Europe, and Southeast Asia. Rail corridors now connect Chinese industry to European markets through Eurasia. ASEAN has surpassed the United States as China’s largest trading partner, while the European Union follows closely behind. Exports to America have declined sharply, yet China continues to expand. Trump, once defined by confrontation, now arrives seeking a new “” with China—an acknowledgment that economic rivalry alone can no longer define the relationship between the world’s two largest powers.

Unlike Washington, which increasingly retreats from multilateral institutions, Beijing presents itself as the defender of multilateralism. Whether genuine or strategic matters less than perception. In geopolitics, perception often becomes reality.

What emerges, then, is not surrender between rivals, but interdependence between powers too large to isolate one another. The future may not belong to a bipolar Cold War, but to a reluctant coexistence. The United States now recognises that China possesses diversified markets and partnerships capable of reducing dependence on America. China, in turn, understands that its long march toward global primacy still requires strategic engagement with the United States.

This is where the true geopolitical shift begins.

Many analysts continue to frame China solely as a threat. Yet history rarely moves through absolutes. The next world order may not be built through confrontation alone, but through uneasy partnership. Artificial intelligence, technological supremacy, economic stability, and global governance now demand cooperation between Washington and Beijing, whether either side admits it publicly or not.

Trump will likely celebrate his personal relationship with Xi, presenting himself as the American leader capable of negotiating a “better deal” with China than his predecessors. But beneath the rhetoric lies something larger: the gradual acceptance of China’s indispensable role in shaping the future international order.

Even the question of war increasingly returns to Beijing. If Washington seeks an understanding with Tehran, China’s influence becomes unavoidable. Iran listens to Beijing in ways it no longer listens to the West. This alone signals how profoundly the balance of power has shifted. And Xi, careful as always, refuses to openly inherit the mantle of global leadership. He delays, softens, and obscures intention. It is part of a longer strategy: to rise without provoking the final resistance of a declining hegemon too early.

History rarely announces its turning point. Empires fade slowly, while new powers rise quietly beneath the noise of the old order. Washington still holds immense power, but Beijing increasingly holds the patience, reach, and strategic depth to shape what comes after.

The century ahead may not belong to one power alone, but to the uneasy balance between Washington and Beijing. And in that silence, a new world order is already taking shape.

By Asanga Abeyagoonasekera

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Egypt … here I come

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Chit-Chat Nethali Withanage

Three months ago, 19-year-old Nethali Withanage, with Brian Kerkoven as her mentor, walked the ramp at Colombo Fashion Week. On 06 June, she’ll walk for Sri Lanka in Hurghada, Egypt, as the country’s delegate to Top Model of the World 2026._

I caught up with Nethali as she prepares to fly out, this weekend, and here’s how our chit-chat went:

1. Tell me something about yourself?

I’m someone who blends creativity with ambition. I’ve always loved expressing myself, whether it’s through fashion, styling, or the way I present myself to the world. At the same time, I’m very driven and disciplined, especially when I was working, as a student counsellor, at Campus One, at a young age, where I’ve learned how to connect with people, understand them, and communicate with confidence. I believe I’m still evolving, and that’s what excites me the most … becoming better every single day.

2. What made you decide to be a model?

Modelling felt natural to me because it combines everything I love – fashion, confidence, and storytelling without words. I realised that modelling isn’t just about appearance, it’s about presence and how you carry your energy. I wanted to be part of an industry where I could express different sides of myself, while inspiring others to feel confident in their own skin.

3. What sets you apart from other models?

I would say my ability to connect. Whether it’s with the camera, a brand, or an audience, I bring authenticity. I also have a strong background in communication and sales, which gives me an edge in understanding how to represent a brand, not just wear it. I don’t want to just model clothes, I want to bring them to life.

4. What clothing do you prefer to model?

I enjoy modelling versatile styles, but I’m especially drawn to elegant and expressive fashion pieces that tells a story. I love looks that allow me to embody confidence and femininity, whether it’s a structured outfit or something soft and flowing.

5. What is the most important aspect of modelling?

Confidence combined with professionalism. Confidence allows you to own the moment, but professionalism ensures that you respect the work, the team, and the brand you represent. Both are equally important.

6. If you could change one thing about yourself, what would it be?

I would say I’m learning to trust myself more and not overthink. I’ve realised that growth comes from embracing who you are, not constantly trying to change it. So instead of changing something, I’m focused on becoming more confident in my own voice.

7. School?

I did my O/Ls at Seventh Day Adventist High School Kandana, and, while at school, I was actively involved in creative activities. I enjoyed participating in English Day events that allowed me to express myself and interact with others. Those experiences helped me build confidence, teamwork, and communication skills, which continue to shape who I am today.

8. Happiest moment?

One of my happiest moments is realising how far I’ve come from being unsure of myself to stepping into opportunities, like modelling, and representing myself with confidence. That feeling of growth is something I truly value, and also a dream come true!

9. Your idea of perfect happiness?

Perfect happiness for me is peace of mind, being surrounded by people I love, doing what I’m passionate about, and feeling proud of who I am becoming.

10. Your ideal guy?

My ideal partner is someone who is respectful, supportive, and confident in himself. Someone who values growth, understands my ambitions, and encourages me to be the best version of myself.

11. Which living person do you most admire?

I admire strong, self-made individuals who have built their identity through hard work and resilience. People who stay true to themselves, despite challenges, inspire me, because they show that success is not just about talent, but also about strength and consistency.

12. Your most treasured possession?

My most treasured possession is my confidence. It’s something I’ve built over time, and it allows me to face challenges, take opportunities, and believe in myself, even when things are uncertain.

13. If you were marooned on a desert island, who would you like as your companion?

I would choose someone who is calm, positive, and resourceful, someone who can turn a difficult situation into an adventure. The right mindset matters more than anything.

14. Your most embarrassing moment?

I’m 19 and still haven’t faced any most embarrassing moment. But I would say I’ve had small moments where things didn’t go as planned, but I’ve learned to laugh at myself. Those moments remind me that perfection isn’t necessary; confidence is about how you recover, not how you avoid mistakes.

15. Done anything daring?

Pursuing modelling and stepping into competitions is something I consider daring. It pushed me out of my comfort zone and challenged me to grow, both personally and professionally.

16. Your ideal vacation?

My ideal vacation would be somewhere peaceful, yet beautiful, like a beach destination where I can relax, reflect, and reconnect with myself, while enjoying nature.

17. What kind of music are you into?

I choose music that matches my mood at that time, whether it’s calm and relaxing or energetic and uplifting. Music is something that helps me express emotions and stay inspired.

18. Favourite radio station?

Usually I don’t listen to radio stations but whenever I get into a car I would search for Yes FM because it has a refined balance of contemporary hits and timeless music. I appreciate how it maintains a vibrant yet sophisticated energy, keeping listeners engaged while creating a consistently uplifting atmosphere. It’s something I enjoy because it adds a sense of positivity and elegance to my day.

19. Favourite TV station?

At the moment, I don’t have a television at home, but growing up, my favourite TV station was ‘Nickelodeon’. I genuinely loved the shows and series it aired; they were fun, creative, and full of personality. It was something I always looked forward to, and those memories still bring a sense of joy and nostalgia, whenever I think about it.

20. Any major plans for the future?

My future plans are to grow in the modelling industry, work with international brands, build a strong personal brand and finish completing a Bachelor’s Degree in Business Studies. At the same time, I want to explore my creative side further, especially in fashion and business, so I can create something of my own one day.

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