T

he true measurement
of a professional is de-
termined in relation to
what others of the same cate-
gory have done and achieved
or are doing and achieving. In
this regard there are three ba-
sic qualities we need to come
to grips with, in becoming a
professional, namely, versa-
tility, maturity and experi-
ence. Each of these qualities
can only be acquired through
conscious and conscientious
effort and commitment. While
versatility is the ability to
adapt to many different tasks,
maturity refers to the capaci-
ty of a person to respond positively to a situation. Experience
is the state of having been gained knowledge through direct ob-
servation or participation or fathoming of situations.
The Professional Manager thus far has been in the forefront to
fulfill this mission. The current issue is yet another attempt to
widen your vision and deepen your insights, needed towards
becoming a true professional manager. Its curtain-raiser is an
article of an accomplished manager, currently manoeuvring the
affairs of a leading enterprise as its group chief executive officer.
The insights he sheds, through his acquired wisdom, will truly
be handy for our manager-community. The next article, juxta-
posing Dr. Spencer Johnson’s ‘Who Moved My Cheese’ with the
contemporary events, provides a bagful of lessons on change
management and adaptability. Hence, the lessons taught in this
story will be much relevant to studies in Managing Organisa-
tions.
The issue also contains currently relevant articles delving on
What follows When Industries are Unregulated, What is Right is
not Always Popular…, Learning from the Virus…, Affinity of Eco-
nomic Issues with Moral and Social Issues, The Leader-created
Cultures Leading to Create Future Leaders, The Financial Crisis
of Sri Lanka. These are sure to sharpen the readers’ third-eye.
The Point-Counterpoint Strategy … is a new strategic approach
to spell out face-to-face the pros and cons of critical issues. The
PIM’s innovative COVID-compelled Knowledge Transfer Process
highlights the relevance of creative-technology. The PIM’s soci-
etal contribution through its final year MBA projects is lucidly
projected in the ‘Corporate Philanthropy Through CSR Projects’.
The Critique on Theodore Levitt’s ‘Marketing Myopia’ (1960)
exposes the dos and don’ts of marketing, and it’s a must read
article for our MBA community.
PIM NEWS AND EVENTS sation has been significant. They congratulated the execu-
tives for completing the programme, and wished them well
in their future commitments. The company recognised and
felicitated the best project group and the best performance
participant of the programme at the ceremony.
PIM Successfully Completes the
“TECHNOCRATS PROGRAMME” for
PIM Helps SMEs to Plan Marketing
Hemas Hospitals Pvt. Ltd.
Strategies towards Building Brands
The Postgraduate Institute of Management (PIM), the Na-
Assuming the Institute’s extended role of partnering with
tion’s Management Mentor, strengthened its long-standing
the wider society the Postgraduate Institute of Manage-
relationship with the Hemas Hospitals Pvt. Ltd, by conduct-
ment has initiated a move to help small and medium en-
ing a certificates award-ceremony at the successful com-
trepreneurs to strategise the growth of their businesses by
pletion of an executive development programme referred
formulating marketing strategies towards building brands
to as the “Technocrats Programme” for a batch of execu-
and establishing their identities in the market place. A
tives whose outcomes mattered a lot for the enhancement
strong brand identity can make customers perceive prod-
of the company’s overall productivity. This taylor-made
ucts and services as of higher quality. Further, branding
Executive Development Programme (EDP) especially de-
empowers enterprises to enjoy a price premium. Brand
signed by the PIM, that spaned for over eleven-months, will
identity also allows enterprises to build loyal customer re-
help these executives build the much needed technical and
lationships and lift their bottom line.
conceptual skills in rendering their services to the satisfac-
tion of their customers. Its overall impact will, for certain,
boost their morale and confidence to discharge their du-
ties more efficiently and effectively.

Women entrepreneur participants with Dr. Travis Perera and

Mr. Tharindu Ameresekere (PIM), and Ms. Chandima Ranasinghe and
Mr. Ajith Samarfatunga (PIMA) posing for a photograph at the end of the
programme.

The first target group the PIM assisted in this endeavour

was a batch of customers of the LOLC Finance who operate
small and medium enterprises. The awareness session was
Dr. Senaka Kelum Gamage, Director, PIM, Dr. Samantha Rathnayake, conducted at the LOLC Head office on January 27, 2022.
Faculty Member/EDP Coordinator, PIM, Senior Officials and Participants
of the Hemas Hospitals Pvt. Ltd., who received their awards at the
conclusion of the EDP programme. This programme was initiated based on an MOU entered
into between the PIM and the LOLC Finance. The LOLC in-
Dr. Senaka Kelum Gamage, Director, PIM, delivering the
tends to empower their customers especially in the small
welcome address at this award ceremony reminisced the
and medium enterprises to dream and plan bigger towards
continued relationship the PIM had built with the Hemas
reaching greater heights. The programme had a 100%
Hospitals Pvt. Ltd, in the recent past. Dr. Lakith Peiris,
women entrepreneur-participation.
Managing Director and Mr. Mifaz Ahamed, Head of HR, He-
mas Hospitals and Laboratories, remarked that they have
The panel of resource persons who undertook this chal-
embarked on this series of EDPs with the PIM, as it has
lenge comprised of Dr. Travis Perera and Mr. Tharindu
been proved that these programmes conducted thus far
Ameresekere of the PIM and Ms. Chandima Ranasinghe
have had a significant impact on the overall affairs of the
and Mr. Ajith Samaratunga, of the PIM Alumni (PIMA).
company. Hospitals are basically coming within the ambits
of hospitality service industries, and therefore, the pro-
gramme’s impact on the operational aspects of the organi-

4 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 Dr. Trevor Mendis, Senior Management Consultant, PIM,
The PIM and the Inland Revenue overlooking the MBA-T programme, emphasised the com-
Dept. Join Hands for the Continuity of plexity and the relative specialty of Taxation as an overar-
the MBA in Taxation Programme ching subject. He thus opined that the programme would
demand the participants to demonstrate critical awareness
of fundamental and advanced aspects of Tax Administra-
Furthering the commitment of the Postgraduate Insti-
tion, while adhering to the desired functional disciplines.
tute (PIM) to raise the country’s inland revenue portfolio
to greater heights the PIM joined hands with the Inland
Revenue Department (IRD) to commence another MBA
in Taxation programme (MBA-T). The new programme
was launched on a virtual platform on Thursday, January
06, 2022, In fact, the latest MBA-T programme was a se-
quel to the fresh MOU entered into between the two major
partners, the PIM and the IRD, in November 2021, the two
signatories being Dr. Senaka Kelum Gamage, Director, PIM,
and Mr. HMWC Bandara, Commissioner General, Inland
Revenue.

Mr. HMWC Bandara, Commissioner General, Inland Revenue, virtually

addressing the audience.

Mr. Jayantha Newunhella, Coordinator Specialised Pro-

grammes, PIM, the figure behind the coordination of the
programme in its entirety, in moving the formal vote of
thanks, said that the inaugural ceremony, although con-
ducted on a virtual platform, was a success at its highest
due to the indefatigable commitment of all the parties, in-
cluding the PIM’s functional divisions. He also commented
on the unique feature of the programme, namely, to com-
Dr. Senaka Kelum Gamage, Director, PIM, addressing the participants plete a project which involves identifying and analysing a
who joined the ceremony online.
job-related problem in Taxation, developing a study-frame-
work to resolve the problem through comprehensive solu-
Dr. Senaka Kelum Gamage, Director, PIM, inaugurating the
tion development, and providing a cost-benefit analysis
new programme observed in his speech that the MBA-T
including recommendations and a plan of action for imple-
programme has been structured with the objective of en-
mentation. These projects, in fact, are those that are adopt-
hancing the managerial and Tax Administration competen-
able at the IRD to solve their job-related problems. As such
cies of IRD officials, as its overall and cumulative impact
these projects are of high practical value.
would be significant in netting the much needed revenue
for the country. Further, as this degree programme is linked
Mr. Tharindu Ameresekere Senior Lecture, PIM, was the
to the current scheme of promotion of the IRD, the qualifi-
master of ceremony of this virtual inauguration.
cation gained will, for sure, act as an impetus towards the
carrier development of the targeted officers.

Mr. HMWC Bandara, Commissioner General, Inland Rev-

PIM Partners with Ministry of
enue, profusely complimented the PIM for initiating this Education to Upgrade Educationists
specialised programme in 2015, which helped broadening through an MPA in Education
the IRD officials’ academic horizons, as it served as an en-
try-level qualification to further their academic studies in Management
their specialised field, as well as a shot-in-the-arm in fur-
thering their career development. The inauguration of the Master of Public Administration
degree programme in Education Management (MPA EM)
held at the Postgraduate Institute of Management (PIM) on

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 5
March 02, 2022, on a virtual platform, could be considered programme of study will, for certain, enable the partici-
another pioneering venture of the pioneer in the country’s pants to demonstrate critical awareness of fundamental
postgraduate management education. It, in fact, heralded a and advanced aspects of educational administration, while
new chapter in the country’s overall education system. The adhering to the desired functional disciplines. They will
initiation of the programme was the outcome of an MOU also gain professional confidence in getting into grips with
entered into between the PIM and the Ministry of Educa- the realities of their profession.
tion on December 22, 2021. The two signatories were Dr.
Senaka Kelum Gamage, Director, PIM, and Prof. Kapila Per- Mr. Jayantha Newunhella, Coordinator, Specialised Pro-
era, Secretary, Ministry of Education. grammes, PIM, in his final wrap up extended a warm round
of thanks to all those who directly and indirectly helped in
Dr. Senaka Kelum Gamage, Director, PIM, in his welcome making this impactful venture the success that it deserved.
address emphasised that the programme has been struc- He stressed that the culminating event of the programme
tured with the objective of enhancing the managerial and is the need to complete a guided independent study by
educational competencies of the relevant officials, as this each participant. It, involves identifying and analysing a
move is targeted to uplift the overall education, through an job-related problem in education. This, in fact, is the ter-
impetus given to the country’s educational management. minal benefit of the entire programme, which rests on the
An indirect benefit would be that the qualification will theoretical, conceptual and pragmatic components of the
serve as a means towards the carrier development of the course.
targeted officers. Dr. Gamage said that the PIM’s MPA-EM
will have far reaching consequences, as its outcome will ul- Mr. Tharindu Ameresekere, Senior Lecture, PIM, conducted
timately be inspirational to its participants and impactful this virtual inauguration programme.
to the country’s education at large.

Dr. Mrs. Madura Wehella, Additional Secretary of Policy

Planning and Performance Review, Ministry of Education,
thanked the PIM for initiating and taking the lead-role in PIM Continues to Enhance Its
this specialised programme, which will help broadening
the education officials’ much needed conceptual and prac-
Standing in the Academic Field
tical inputs. It will also be served as an entry-level qualifi- through Research
cation to further their career pursuits. It is, thus, a shot-in-
the-arm towards their much-desired career development. Universities or for that matter seats of higher learning
Dr. Wehella also mentioned that it’s the responsibility of are being continuously fed by new knowledge through re-
all participants to accrue optimal benefits from the pro- search as they provide up-to-date information and insights
gramme, as the cost of the programme, in its entirety, is into the respective subject area. They ultimately impact the
borne by the government. learnings of students. Therefore, the research culture de-
veloped in any higher learning institution determines its
Prof. Jayantha Lal Ratnasekara, Vice Chancellor, Uva Wel- standing in the academic field. The role of research in an
lassa University, pointed out that educational administra- academic institution is thus significant for its sustainabil-
tion is a complex sphere of activity with a highly special- ity and development, and it is imperative to have knowl-
ised body of knowledge. Therefore, according to him, this edge-driven growth based on updated research. The qual-
ity of research work directly translates to the quality of
teaching and learning in the classroom, thereby benefitting
the students, the society and ultimately the country.

The launch of the Sri Lankan Journal of Management

(SLJM), enclaving a dedicated central Spot, LOGOS, for
researchers to meet and deliberate on their research pro-
jects, and signing of the landmark deal with the University
of New South Wales, Canberra, Australia, for collaborative
research, are few important events, that have contributed
to make the PIM a research savvy centre of higher manage-
ment studies.

6 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
The Most Recent Move - An Exclusively
Dedicated Research Centre
A further groundbreaking event was witnessed on Sat-
urday, March 20, 2022, wherein a more spacious, a more
structured and a more exclusive centre for PhD students
was opened at the Institute’s premises, at a simple cere-
mony with the participation of Dr. Senaka Kelum Gamage,
Director, PIM, academic staff and students reading for PhD.
This expanded research Centre, formerly declared as the
Prof. Sisira Jayakody Memorial Research Centre, now com-
prises of (a) a study-centre with fully equipped IT facilities
which can accommodate up to seven PhD students, (b) a Students Discussion Room.
Faculty Consultation Room for PhD supervisors, (c) a Com-
mon Room, providing the opportunity for students to dis-
cuss with peers and (d) a Reception Area. The centre is
placed under the library for its day to day operations.

Common Room to discuss with peers.

Faculty Consultation Room.

The main objective of this newly structured and refur-

bished centre is to cater exclusively to Doctoral students
and their supervisors. An exclusive centre, undisturbed by
the hustle and bustle of the day-to-day businesses of an
education institute, provides the desired tranquility for fo-
cused concentration.

Director, Faculty and Doctoral students posing for a photograph at the

end of the ceremony.

Study Centre with fully equipped IT facilities.

Lobby to meet and chat.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 7
Launch of the PIM’s 5S Programme - The BIG SEIRI DAY at the PIM on
2022 January 18, 2022
5S is designed to decrease waste while optimising produc- As a precursor to the PIM’s 5S movement in the year 2022,
tivity through maintaining an orderly workplace, and using a BIG SEIRI DAY was conducted on January 18, 2022, with
visual cues to attain more consistent operational results. the participation of the entire PIM community. It was, in
The 5S movement in the PIM has had a long history, and fact, a movement of unity and solidarity.
the three years, 2017,2018 and 2019 were significant as
the Institute won the prestigious Taiki Akimoto 5S Merit
Award consecutively for three years. 5S activities during
the following two years, 2020 and 2021, were hampered
by the pandemic. However, 5S became a major activity in
the Institute’s annual action-plan under the leadership of
Dr. Senaka Kelum Gamage, Director, PIM, in the year 2022,
and the 5S programme was officially launched on February
03, 2022, under the aegis of the Director.

Too many workplaces are cluttered with things that are

no longer required. Accumulation of waste and unwant-
ed things eat into the much needed work-spaces as well
as creates an unpleasant work-environment. Hence, giving
meaning to the first step in a 5S programme, Seiri, every
organisation engaged in 5S practices commence their peri-
odic 5S activities with a BIG SEIRI DAY. PIM’s departments
and the Library are usually places where files, obsolete
manuals or binders, or filing cabinets with outdated re-
cords get collected. Hence, they need to be achieved offsite.
Even bulletin boards can be clogged with outdated notic-
es. Computer systems may also get cluttered with obsolete
programmes or data that should be archived. Hence, pe-
riodic SEIRI DAYS have become a part and parcel of any
strong 5S movement.

The 5S Programme in 2022 was officially launched on February 03,

2022, with the participation of Dr. Senaka Kelum Gamage, Director,
and the newly appointed 5S Core Committee.

As a precursor to the PIM’s 5S movement in the year 2022, a BIG

SEIRI DAY was conducted on January 18, 2022.

8 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
Awareness Programmes for PIM’s 5S and the PIM’s Quality Movement
Staff on ‘Managing your Online
Security’
The curtain-raiser of the Training Programes for the year
2022 was the session conducted by Mr. Tharindu Amer-
esekere, Senior Lecturer, PIM, on ‘Managing Your On-line
Security’. Only a few members of the staff who were IT-sav-
vy knew the relevance and importance of managing one’s
on-line security.

The purpose of the security strategy is common across any

organisation today, that is, to continuously secure the net-
work from threats that could potentially disrupt the oper- Mr. K A I Kalyanaratne, who coordinates 5S activities at the PIM
ations and reputation of any business. made a presentation on 5S in a COVID-prone environment, February
23, 2022.

With the engagement of 5S activities for several years the

5S Movement has come to stay at the PIM as a permanent
feature in its day-to-day operations. 5S practices based on
constant observation, correction and improvement the
PIM management has reaped a lot of tangible and intan-
gible benefits. Our direct benefactors being the Institute’s
student community, 5S has helped the organisation to
serve them at the optimum level. Herein every complaint,
every weakness detected has been given due weightage in
the adoption of suitable corrective measures. 5S matters
are being discussed at the highest level of organisation’s
management, that is, at the monthly Faculty meetings as
well. Winning a Merit Award at the Annual Taiki Akimo-
Mr. Tharindu Ameresekere, Senior Lecturer, PIM, conducting a ses-
sion on ‘Managing Your On-line Security’ for the Institute's staff, on to 5S competitions, consecutively for three years, in 2017,
January 26, 2022. 2018 and 2019, shows that 5S has now become an insepa-
rable activity in the PIM’s culture. To up-keep the momen-
Due to the globalisation of the internet and the shift to a tum Awareness programmes on 5S are being conducted
mobile workforce, threats targeting organisations who uti- periodically to upgrade the knowledge of the staff. Mr. K
lise the internet for email, web application, or information A I Kalyanaratne, Coordinator, 5S programme at the PIM,
sharing have become prime targets. conducted an Awareness Programme for the staff on ‘5S
in a COVID-Prone Environment”. In this regard he added
an additional S to the traditional 5Ss, namely, Safety. In
For these and many other reasons, Network Security Man-
fact, his presentation explained the need to adopt a new
agement is critical and undoubtedly a must have for any
approach to 5S at the PIM, in view of the current develop-
organisation. Hence, the presentation was well received by ments in the society.
the staff, as only then they apprehended the gravity and
seriousness of the consequences if we are not conscious
of the ways and means of unknown sources invading our
vital information.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 9
A Resuscitated ISO 9001:2015 Quality PIM Inaugurated a Management
Management Programme Development Programme (MDP) for
ISO Quality System taken as a whole prevents us doing LOLC Insurance Group on January 13,
things ad hoc, and makes us start doing them in a system- 2022
atic, organised way. The ISO Quality Management System
(QMS) helps us as an organisation to
i. Identify risks and opportunities,
ii. Prevent problems from recurring,
iii. Gives confidence to all stakeholders,
iv. Improve organisational performance, and
v. Improve control over the organisation’s internal
management.

Hence, the PIM having realised the benefits that the organ-
ization would accrue by the adoption of the ISO 9001:2015
QMS has made it an important activity in the PIM’s Annual
Action Plan. Considering the hazy knowledge on the sub-
ject, therefore, several awareness programmes and work-
Dr. Senaka Kelum Gamage, Director, PIM, Dr. Samantha Rathnayake,
shops have been planned to upgrade the systems, and the Senior Management Consultant, PIM, senior management represent-
movement is being coordinated by Dr. S Durairatna, Senior atives and the participants from the LOLC Insurance Group, posing
for a photograph at the inauguration of the MDP.
Consultant, PIM. The services of Mr. Susantha Kumara was
obtained to help improve the internal systems, through The PIM Inaugurated a Management Development Pro-
the identification of non-conformities, and to upgrade the gramme (MDP) for the managerial staff of the LOLC In-
knowledgeability of the staff. Two Awareness Programmes surance Group The company intends conducting a series
have been conducted, on February 23 and March 30 in this of such programmes with the PIM for its managerial staff.
endeavour. This is the first batch following the programme, and there
are 30 participants.

PIM Initiates a Managerial

Development Programme (MDP) for
Srilankan Airlines Ltd., on February
15, 2022, Via Zoom (Online)

Dr. Senaka Kelum Gamage, Director, PIM, Dr. Samantha Rathnayake,

Senior Management Consultant, PIM, senior management represent-
Two Awareness Programmes on ISO 9001:2015 were conducted
atives and the participants of the Srilankan Airlines Ltd, posed for a
by Mr. Susantha Kumara, Consultant, ISO Quality Management, on
virtual photograph at the programme’s inauguration.
February 23 and March 30, 2022.

10 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
The PIM Inaugurated a Management Development Pro-
gramme for the managerial staff of the Srilankan Airlines
Ltd. However, with the improvement in the COVID-19 situ-
ation the PIM is now in a position to conduct these sessions
in the normal physical mode. There are altogether 29 man-
agers attending this programme.

PIM Successfully Completed Young

Leaders Development Programme for
Hemas Pharmaceuticals and Surgical
- Diagnostics (Pvt.) Ltd.
Dr. Senaka Kelum Gamage, Director, PIM, Dr. Samantha Rathnayake,
Senior Management Consultant, PIM, senior management represent-
atives and the participants ofthe Amana Takaful PLC., posing for a
photograph at the inauguration of the LEP.

PIM Strengthens its Upper Echelons

of Management
The current expansions of the Institute’s programmes and
the enhancement of its student population invariably de-
mand creation of appropriate positions, and filling them
with the best of the best personnel. Expansion needs to go
hand-in-hand with novel thinking, innovative approach-
es and strategies needed for both current and future de-
mands. In short they need to be think-tanks to explore new
Senior management representatives of the PIM and participants grounds, and adequate experience to facilitate execution of
of the Hemas Pharmaceuticals (Pvt) Ltd., and Hemas Surgical & strategies.
Diagnostics (Pvt) Ltd., posed for a photograph at the Certificates
Awarding Ceremony of the ‘Young Leaders Development Programme.’
Hence to give effect to the above these two positions were
The PIM completed a Young Leaders Development Pro- created, and the following appointments were made:,
gramme (YLDP) specifically to develop emerging young
leaders of the Hemas Pharmaceutical and Surgical & Di- 1. Head of Quality Assurance and
agnostic (Pvt) Ltd. This programme was titled as “Young Accreditation –
Leaders Development Programme” under the broad
category of the PIM EDPs (Executive Development Pro- Senior Professor M J S Wijeyara-
grammes) cluster. It included 27 numbers of high potential rtne, who also functions as Chairman,
Grade 2 and Grade 3 staff of these two entities. The Cer- NARA, was Vice Chancellor, University
tificates Awarding Ceremony was held on March 25, 2022. of Kelaniya from 2005 to 2008. He re-
The company recognised the best performer, runner-up, ceived his MSc from the University of
and winner of group presentations of the programme with Michigan, and the PhD from the univer-
special awards. sity of Kelaniya, He was also a recipient
of numerous Scholarships, Fellowships and Awards, which
included the Fulbright-Hays Scholarship awarded by the
PIM Inaugurated a Leadership US Government in 1977.

Excellence Programme for the Amana In the field of Quality, he possessed the following creden-
Takaful PLC on April 22, 2022 tials:

The PIM Inaugurated a Leadership Excellence Programme i. Consultant on Quality Assurance of Higher Education:
(LEP) for the Amana Takaful PLC., for its senior managerial World Bank funded Project on Improvement of Rele-
staff. Altogether there are 20 participants. vance and Quality of Undergraduate Education.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 11
ii. World Bank Consultant to the Provincial Environmen- • Other Director/Board positions held
tal Authority, North Western Province.
Currently, he also function as an Independent Director
iii. Consultant on Quality Assurance of Higher Education: of Hemas Manufacturing and a Board of Management
World Bank funded Project on Improvement of Rele- Member of the Post Graduate Institute of Management
vance and Quality of Undergraduate Education. (PIM), University of Sri Jayewardenepura.

iv. Deputy Project Director and Qualifications Framework • Professional Experience

Specialist of the World Bank funded Higher Education
Mr. Ranasinghe was the immediate past President of
for the Twenty First Century (HETC) Project.
the Chartered Institute of Marketing, Sri Lanka Region,
v. Consultant on Quality Assurance of Alternative Higher and a Board Member of CIM Sri Lanka for many years
Education and Sri Lanka Qualifications Framework of serving the marketing fraternity of Sri Lanka in their
the World Bank funded HETC Project. continuous professional development on a voluntary
basis.
He also has an array of contributions to Professional Asso-
ciations, including presidentship in prestigious Profession-
al Associations, namely, the Sri Lanka Association for the
Advancement of Science, the largest professional body of
Sri Lankan Scientists, and General Secretary of the prestig- PIM Launches Yet Another Executive
ious National Academy of Sciences, Sri Lanka.
Master of Business Administration
(EMBA) Programme
2. Senior Management Consultant for the The EMBA has now come to stay as another high-profile
flagship programme, the MBA. programme among the PIM’s array of Masters Programmes.
Mr. Asanga Ranasinghe, a profession- The programme imparts the skills that will enable one to
al with a breadth of industry experience accelerate his/her career, whether the goal is a senior ex-
for over 25 years and proven leadership ecutive of an organisation, to start one’s own company, or
success both in Sri Lanka and interna- to change one’s career. Dr. Senaka Kelum Gamage, Director,
tionally in the fields of Corporate Strat- PIM in his welcome address provided a glimpse of the spe-
egy, Marketing, Sales and Customer cialty of the PIM’s EMBA programme, and how it deviates
development, Supply Chain, Manufac- from other Masters Programmes. Ms. Himaja Wijenayake,
turing and Research & Development. Major stints in his Gold Medalist, EMBA 2018 batch, and Dr. (Hon DCL) Lin-
over 25 years of experience are given below: da Speldewinde, shared their experiences, and spoke of
the impact of an EMBA in the corporate world. Dr. Trevor
• Chairman, Sri Lanka Standards Institution (Current-
Mendis, EMBA Coordinator, PIM, explained ‘The Technical
ly).
Essential for an Effective EMBA’. The programme was com-
• Executive Director/Chief Marketing Officer of Diesel
pered by Mr. Tharindu Ameresekere, Senior Lecturer, PIM.
& Motor Engineering PLC (2018 -2021).
• Sector Managing Director – Retail & Group Market-
ing Director at Laugfs Holding (2015 - 2018).
• CEO in Brandix Apparel (2014)
• Unilever Experience
His Unilever experience in total, is over 23 years, both
in Sri Lanka and abroad. Having joined Unilever as a
Management Trainee in 1993, he held many leadership
positions across the organisation, starting in Research
& Development, Manufacturing and Supply Chain be-
fore being expatriated to Hindustan Unilever in India
in 2002. Since his return from India in 2004, he held
Dr. Senaka Kelum Gamage, Director, PIM, with Dr. (Hon DCL) Linda
Director level positions in Sales and Marketing in Sri Speldewinde, Ms. Himaja Wijenayake, and Dr. Trevor Mendis, EMBA
Lanka and Pakistan. Coordinator, exchanging pleasantries at the conclusion of the function.

12 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 NSTITUTE OF
The Postgraduate Institute of Management Welfare Society
(PIMWS)
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POSTG

Aims
EMENT
(a) to fulfill the economic, social and cultural needs of the membership as well as to promote
28,

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LA
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friendship, understanding, mutual assistance, benevolence and self assistance among the
RI
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membership.
(b) to indulge in all other unspecified activities conforming to the aforesaid overall objective
at (a) above, that have been ratified at the general meetings of the membership.

PIM Staff Celebrate X’Mas - 2021

The Annual Christmas Celebrations of the PIM staff led by
the Welfare Society has always been a joyous event, as it
signifies the birth of the Prince of Peace. The PIM’s annual
christmas celebrations in 2021 were held under the aus-
pices of Rev. Fr. Rohitha Rodrigo, Rector, St. Peter’s College.
Although Christmas is considered by most of us as a day
to rejoice, the true character and the doctrine of the Christ
have had a much deeper meaning. Rev. Father Rodrigo dis-
pelled the myths woven around this great day, and told the
august assembly the true meaning of the Christ’s teachings,
and how we need to adjust our lives accordingly. Dr. Sen-
aka Kelum Gamage, Director, PIM, delivered the welcome
address and presented the season’s gifts to the Institute’s
staff. Singing of Christmas carols was facilitated by the
music group of Mr & Mrs Manjula Martis of the Xpressions
Band. Exchange of gifts and exposing of each one’s Secret
Santa added colour and vigour to the whole event. In short
it was a day to be cherished in our memories for a long pe-
riod.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 13
14 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 ees and their families. I, therefore, feel extremely proud to
The PIM Welfare Society’s Annual be the President of this prestigious organisation, and I am
General Meeting - 2022 determined to do my utmost to ensure the continuity of
the good work carried out by the society, in the year 2022
The Annual General Meeting of the PIM Welfare Society as well. The welfare society, more commonly known by its
was held on January 31, 2022. The main purpose of the acronym ‘PIMWS’, has a young, enthusiastic and a vibrant
AGM was to conduct elections for the appointment of of- executive committee that will, for sure, make every effort
fice bearers to manage and manoeuver the affairs of the to ensure that the objectives of the society are met, for the
society in the year 2022. A unique feature was that the new overall uplift of the welfare of the membership. The more
committee was elected unanimously. The president elected senior and elderly members will give us the desired for-
was Mr. Dilhan Goonetilleke. Mr. Jude Perera and Ms. Cha- titude and resoluteness. Finally, I wish to make a sincere
mara Jayasinghe were elected to the posts of Secretary and appeal to all our members to extend their fullest coorpora-
Treasurer respectively. . tion by being constructively supportive in our endeavours,
as what we intend doing is ultimately for the benefit of the
The Director, PIM, and the newly elected president thanked entire membership. Further, the PIMWS - executive com-
the outgoing president, Dr. Samantha Rathnayake for his mittee is ever willing to entertain both comments as well
excellent work, exemplary initiatives, even under challeng- as proposals.
ing conditions. In fact, he had to show results amidst inter-
mittent interruptions and closing down of the office due to Let us, thus firmly resolve to make 2022, welfare-wise, a
the pandemic. The Director, addressing the membership at Model-Year.
the end of the deliberations emphasised that the utmost
objective of the society is to improve/enhance and protect Dilhan Goonetilleke
safety and wellbeing of the membership. President, PIMWS

PIMWS Celebrates Sinhala and Tamil

New Year - 2022
In its customary fash-
ion, the PIMWS cele-
brated the Sinhala and
Tamil New Year - 2022.
As a precursor to the
celebrations the staff
were provided with
gifts to celebrate the
occasion in style, The
outsourced staff too
Newly Elected President’s Message - were looked after as a
2022 CSR project by the PIM-
WS. On the first work-
“Only a little can be done single-handedly – ing day after the New
But much can be done collectively!” Year celebrations the Director lit the symbolic oil-lamp,
tasted Milk-rice and sweetmeat, and partook breakfast in
The PIM Welfare Society’s in- the company of the staff. Mr. K A I Kalyanaratne addressed
ception runs back to the year the august gathering highlighting the historicity and the
2011. The Society thus has a origin of the festival, citing geographical, astronomical and
agricultural factors as well as archaeological and etymo-
short but a colourful history of
logical evidences to establish that it was our Solar Festival,
eleven years behind it. Since
that was lately termed as the Sinhala-Tamil New Year.
then, it has been doing exem-
plary work for the welfare and
betterment of the PIM employ-

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 15
16 The Professional Manager 21st Issue October 2021
Q: The Postgraduate Insti- A: The content of the ‘Profession-
tute of Management enjoys the al Managers’ magazine is always of
unique position of being the high class. That consistency is there,
country’s premier manage- and adds value to the readership. To
ment institution that pioneered consolidate further and contribute to
higher management education. the business fraternity, the PIM must
Further, the PIM recently cele- focus its efforts on the PIM magazine
brated its 35th Anniversary. It becoming the No. 1 business maga-
is thus an important milestone zine among professional managers.
that demands a lot of deliber- That should be its vision. To achieve
ation especially on its future that vision, can work out a road map
endeavours. It was in these cir- based on research from the reader-
cumstances the Faculty unani- ship. For example, run a few one-page
mously decided that you are the articles on some interesting/topical
most apt nominee to feature on themes. Everyone is competing for
the cover page of the 22nd is- attention and time, therefore, the ar-
sue of the Professional Manag- ticles should not only be relevant,
er; a magazine that has proved but also short, making them easily
its mettle as the foremost guide digestible, and quick to read. For ex-
and informant in management ample, 1–2-minute articles on ‘how to
for our professional managers. achieve a successful work-life balance
You being a management pro- in a practical way’ (by someone who
fessional who has been prac- has demonstrated this in real life).
tising management in various Another theme could explore people
capacities, how do you look who have brought about a positive
at the Professional Manager’s change at their workplace, to the en-
journey thus far, and the course vironment or to the society at large.
it should take to make it more Such themes inculcate a positive en-
user-friendly and use-worthy? ergy to the readership.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 17
Q: We are quite eager and en- A: I always selected a career that better than us not only in knowledge
but in values also.
thusiastic to know about your gave me an inspiration and enjoy-
educational background, sec- ment. Monetary and positional gains
ondary and tertiary education, are important, but they are very much
and professional qualifications. secondary. I have worked at Unilever, Q: Maliban which has had a me-
We are certain that our young Coca Cola and now at Maliban Biscuits, teoric rise from a tea kiosk to the
professionals would also be ea- and the work I did (sales and mar- biscuit brand everyone loves,
ger to know the secrets behind keting related jobs) right throughout is now a global food company.
you educational and profession- were matching my personality traits. I could reminisce the lunches I
al successes/achievements? Currently, even as a Group CEO, I enjoy enjoyed at the Maliban Hotel at
the work that I have to do immensely - the Borella junction. The ‘bath-
A: I studied at Nalanda Collage, Co- working with some amazing people to bage’ or the half-plate of rice
lombo 10. After my school career, I solve some gritty challenges. That is cost only 65 cents, and Maliban
Joined Unilever Ceylon. There I com- the cornerstone of my success. When was at a walking distance from
pleted my CIM (Diploma in Marketing you enjoy doing something – putting my college, Wesley. You being
-UK) and subsequently completed my your heart and soul into it; and hav- the company’s Group Chief Exec-
Masters at the Postgraduate Institute ing a go-getter positive attitude; work utive Officer how do you explain
of Management. Had a unique oppor- pressure gets neutralised even under how Maliban increased its reve-
tunity of speaking at the University of challenging times. Following your nue to more than doubled with-
Cambridge (UK) in the year 2013 at passion is crucial for sustainability in a decade, and diversified its
their annual Business & Economic fo- and long term success. Another im- products with a focus on global
rum on ‘Impact on using of celebrities portant factor is sharing your experi- reach, and managing COVID-19
in thematic communication’ based ences. When we become more experi- challenges. What was the secret
on a research done on the beverages enced in life, must share our learnings behind Maliban’s success sto-
market. Furthermore, when I was at with the next generation so that they ry. Our readership, for certain,
Coca Cola, I had the opportunity to be can avoid common pitfalls and grow would be keen to get these from
part of the twenty-five-member glob- in confidence. That is one of the key the horse’s mouth.
al team that co-created the ‘Marketing reasons for me to start lecturing as a
Blueprint for Coca Cola Port Elizabeth hobby, as it is enormously fulfilling to A: A simple, direct answer here
South Africa’. see students do well in life. We always would be defining our vision and con-
must aspire our next generation is verging all our efforts to achieve that
In the year 2014, I was awarded ‘Plat- single vision, day in, day out. During
inum Honours’ by the Postgraduate the past few years, the main reason
Institute of Management Alumina for our success is that we were very
(PIMA). In the year 2016, I received clear on our vision of diversification
the ‘People Leader in Marketing’ from biscuits to other foods prod-
award by the Institute of Personnel ucts. Currently, we are in the Dairy,
Management (IPM), and in the year Agri and Bakery (Little lion) business
2018, I was awarded the ‘Lifetime in addition to biscuits. However, our
Achievement Award’ by CMO Asia for core offering will always be biscuits
my contribution to the society, profes- and cookies. As a team, we are direc-
sion and the business community. tionally clear, and our execution is
well monitored through well-defined
KPIs. Furthermore, we have created
an internal culture of accountability,
Q: In your opinion is there where people are empowered to call
a common thread or a special the shots. I am very proud of my team
trait that binds you towards as we are in the forefront companies
achieving the objectives of your which handled the COVID-19 pan-
illustrious career, irrespective demic exceptionally well. When this
of the positions you have been pandemic started in the first quarter
holding thus far? of 2020, everyone had to deal with

18 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
an enormous amount of uncertainty can get information and knowledge being. The execution becomes a re-
across all aspects. It was a very chal- from various sources. Therefore, it’s sponsibility of the entire company, as
lenging period. However, our Chair- very important to add something we all have clear KPIs. One of my key
man Mr. Rathnapala Samaraweera, new; beyond conventional knowl- priorities is to make sure that the next
the Board of Directors and the sen- edge, when you are conducting the generation will do better in all aspects
ior management team firmly decided sessions. It goes without saying, that of the business than today. Therefore,
that we should put our energy and adding a little bit of humour, wherever training and development of future
focus on ‘what we can control’ and relevant always facilitates the learn- leaders is one of the key agendas of
ace those areas. As a result, we de- ing curve. Personally, I believe that the current leadership team.
veloped a resilient, and agile culture the key to building a sound relation-
within the organisation with all de- ship with the students is to simply be
partments working in unison for a approachable - for any assistance, and
common purpose. We had five prior- to share insights that can help them Q: Our private sector being
ity areas - health of all stakeholders, develop their career within or outside termed as the ‘Engine of Growth”
maintaining high employee motiva- the subject matter. My understanding is an indirect recognition of its
tional levels, continuous production is that they really value that sort of au- role in the country’s develop-
against all odds, delivery of goods to thentic input. ment-strategy. With your wide
our consumers despite market chal- experience especially in the af-
lenges such as lockdowns, and giving fairs of the private sector you
back to society by way of donating would be able to shed some light
medical equipment and food to uplift Q: Your colorful career is filled on the main aspects that need to
the overall standards in health and with a lot of varied experienc- be identified and acted upon if
hygiene. All these areas were within es, having served in distinctly we are to make this sector more
our control. different work-environments, vibrant and dynamic. Although
and job roles. These experienc- this may cover a wide area, can
es, for certain, have added both you tell us in brief the principle
Q: You have been teaching colour and depth to your per-
sonality. We are now eager and
areas our private sector entities
should prioritise and concen-
‘Marketing’ at the PIM for a con-
siderable period of time. It’s enthusiastic to know about your trate upon in their broad devel-
a well-known fact, especially current job role and its respon- opmental-strategies?
among our postgraduate stu- sibilities.
dents that you have been an ef- A: I strongly believe whatever busi-
fective teacher as well as a good A: The group consists of four com- ness you are in, you need to focus on
panies namely, Maliban Biscuits, Mal- your key strengths, or the core of your
professional friend. Are there
iban Dairy, Maliban Agri and Little business. That’s why in our regional
any secrets or professional eth-
Lion. This year, we will embark on a strategy, we have decided to expand
ics you have been following to
fifth, which is also relevant to confec- Biscuit manufacturing to at least two
make your teaching effective
tionary, but entirely a new category. new geographical locations outside of
while maintaining the much
The Chairman, and the Board of Direc- Sri Lanka. Continuously, you need to
expected relationship with the
tors are the owners of the company. invest in your core area to move be-
students?
The leadership team consists of the yond excelling in Sri Lanka to become
A: I always try to blend concepts
Chairman, Board of Directors, myself,
and the senior team (General Manag-
a regional powerhouse as well. Most
local companies face the dilemma of
and theories to real-time practical ex-
ers). The success of the company is losing focus on their key competency
amples. That enables students to un-
truly a team effort. We are creating a when they diversify. This could be det-
derstand and grasp the subject much
culture where there are no individual rimental to sustainable growth. Glob-
easier. Especially in a general MBA,
heroes. We strongly value everyone’s al leaders like Apple, Nike, Coca Cola
10% to 15% of the students in a given
contribution, immaterial of the posi- always keep their core business or
class will be having a background in
tion. For our senior team, unrelenting core competency as center of growth.
the subject area. So, the real challenge
focus is on three key pillars - strategic Secondly, cost re-engineering is key.
is to make sure the balance 85% also
direction, development of people and In today’s context, escalation of cost
understand the subject well. Another
the social and environmental well- is a worldwide phenomenon. Com-
point is that in today’s world students

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 19
panies cannot simply deflect cost in- Firstly, it is of paramount importance current and futuristic, and that knowl-
creases by just passing the burden to that all the departments such as de- edge is shared with the Research and
consumers. Thirdly, the development mand generation, finance, human re- Development team, who converts it
of people is key. It is unsustainable to sources, supply chain, production, IT, into tangible products. In that process
develop products and systems with- etc. must seamlessly synchronise to (and unsurprisingly), we have iden-
out developing human resources. Fi- perform to achieve a common pur- tified that consumers are becoming
nally, and perhaps most importantly, pose. Secondly, the overall approach more health and wellness conscious
ethics do matter. Companies should should be authentic; product offer- whilst they like to experiment new
have a clear value system and ethos ing, brand promise made both inter- products with unique tastes and tex-
that guide their behaviour, how they nally and externally, transparency in tures, etc. That is the reason why we
conduct business, whom they hire, all dealings, etc. Today’s consumers have introduced various new biscuit
what they sell and everything else – are highly knowledgeable; hence, any verities such as ‘Temptation’ (fist
in a manner that conforms to highest area of mis-presentation can have se- cookie produced in Sri Lanka with soft
ethical standards. One wrong move vere repercussions. Thirdly, competi- centers), Spicy Cracker to cater to sa-
and you are trending on Facebook! tive markets demand for you to iden- vory taste buds, fully locally sourced
tify your key strengths to differentiate and produced Maliban liquid milk,
yourself. And that differentiator must high quality meal-replacer and nutri-
be valued by the target customer. For tional drink, Vitagen etc. New product
Q: The heart of any brand lies example, Maliban’s key strength is its development is a time sensitive and
in its marketing efforts, and the utmost commitment to quality as ex- rigorous process, and it is one of the
customer engagement efforts emplified through its brand value of key drivers for growth. Our policy is
of the company are largely de- ‘Quality is our DNA’. Product quality ‘outside in’ rather than ‘inside out’ for
pendent on how successful its is not sacrificed under any circum- new product development, and that’s
marketing or advertising cam- stance. Therefore, all your other oper- the main reason why our success rate
paigns are. Our readership ations need to complement this over- is 80%+ for new products.
would be keen to know your arching strength and core value that
views on effective marketing you create.
management, which is key to a
brand’s reputation in the global Q: You were once a student and
market. later a teacher at this Institute.
Q: Although Maliban normally Hence, you would be a good
A: Whether you play in the global or goes with such biscuit-varieties source to tap for a genuine/a
local market, there are few basic prin- as Maliban cream-crackers, Gin- realistic feedback on our Mas-
ciples to build, and sustain a success- ger, Marie and Chocolate bis- ter of Business Administration
ful brand reputation. Reputation of a cuits, in the last few years there (MBA) degree-programme? As
brand depends on every interaction has been a lot of diversification we firmly believe in constant re-
a brand has with the consumers, and deviating from the traditional view and revision, are there any
not only through advertising. The way biscuit products. A few exam- new areas that need to be add-
the company is managed, how ethical ples being Maliban milk-powder ed or any areas that need to be
the operations are conducted, quality and Vitagen. Is there a special strengthened. Wish if you could
promised and delivered, distribution logic behind determining the justify your views?
efficiency, quality of management, so- products that have now come to
cial and environmental responsibility
etc. This is applicable in whatever cat-
the market?
A: As a student I really enjoyed stud-
egory of business you are in (FMCG, A: We do have a very robust New ying at the PIM. The atmosphere, work
rigour, top-notch teaching standards
Service Marketing, White Goods, Product Development process that
and association of students with high
Business to Business etc.). Market- is led by our Managing Director, Mrs.
level of knowledge and background,
ing is one of the core elements in the Kumudika Fernando, herself (Daugh-
are synonymous with the PIM learn-
business value chain. Doing the fun- ter of the current Chairman Mr Rat-
ing culture. I have always believed that
damentals right is very important for napala Samaraweera). Our Marketing
the PIM probably has the best curricu-
any business. Though it sounds easy, department engages in continuous re-
lum delivered by a very high standard
it is the most difficult thing to action. search on consumer behaviour, both

20 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
of lecturers. Students are exposed to a
different subject in their study career
Q: What would you like to
leadership skills will become handy.
We have observed that very often peo-
leave as final thoughts for our
to develop their technical skills to a ple with high technical skills struggle
learning community, if we are
very high level. In today’s world, espe- to manage their people due to lack of
specifically aiming at our post-
cially to become a successful profes- proper leadership qualities.
graduate students?
sional/person, you need to improve
your soft skills. That is key. Hence, I
personally feel that having some focus
A: My sincere advice for the post-
on training and development of soft-
graduate learning community is that
before you start your learning journey,
Q: Kindly consider that this is
er skills of postgraduate students will a corollary to the last question.
take a moment to truly understand
help them immensely to grow in their To be a strategist you need to
what you want to achieve from this
professional life. Finally, the more we develop a third-eye. What ingre-
new knowledge and experience. What
offer real-life industry exposure, the dients should we acquire if we
your career goal is. Do not embark on
more it facilitates to cement the learn- are to develop this critical fac-
a study just to add another recognised
ing and practise the same in real life. ulty.
qualification to your CV. Once you are
clear with your goal, try to apply your
leanings to the real world. Applying
A: There are few ways to do that.
One is to slowly transition from your
Q: With new floor-space and
what you have learned is by far the
most effective predictor to realise the
current paradigm by way of practis-
facilities being added onto the ing new behaviours, such as medi-
value of study. If a student continues
Institute’s present structure, tation (start with 5 to 10 minutes),
to do that, he or she will turn out to
what in your opinion are the dreaming and visualising the future,
be with a more holistic and rounded
more important next steps the loosening yourself in something
personality rather than being limited
Institute should need to consid- completely irrational. According to
to the credentials of a qualification.
er if the PIM is to widen/spread research, for any new behaviour to
its usefulness and impact? become habitual, you need to prac-
tise it at least for 70+ days. We have
A: I feel that now since the PIM has Q: Permit us to inquire from
done this to some extent at Malibans
by organising brainstorming sessions
tremendously improved its infra- you on one more aspect. Your
with a very open mind. What we have
structure in Colombo having a branch fame and recognition in the
observed is that most of the very in-
outside Colombo will facilitate further private sector and also in the
novative ideas start with a very crazy
growth. Most of the students who are higher learning institutes is
outlook. But as you dig down, the real
keen to get the PIM experience are as a strategic marketer. On the
picture comes out. So, practising this
deprived of the opportunity due to premise that strategic market-
consciously, not only for business, but
travel issues. With on line lecturing ing management is the study of
also for yourself, personally, will be an
student could be of any location, but finance with a long term view
enlightening experience.
100% on line; the effectives is ques- considering the strategic goals
tionable. However, when expanding of the enterprise, on what areas
its very important to maintain in the should our youth concentrate
same standards (even at a smaller on if they wish to specialise in
location) in terms of the physical in- this particular field of manage-
frastructure, quality of lecturing and ment?
support services. Perhaps a location
like Galle will be appropriate due to A: If a student desires to special-
easiness of travel and mobility of the ise in the marketing field, learning
lecture panel. Furthermore, a plan to strategic marketing could be useful.
be present in at least in one regional It gives a more holistic long-term
country by replicating the Colombo view of marketing. Another area they
model. should focus is Leadership. When you
go up the ladder, focus shifts from op-
erations to people management and

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 21
22 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
W
e are witnessing seminal work from India, and sharing
a changing world. them with fellow senior managers of
We still do not a multinational subsidiary I worked at
have the luxury of during that time. It can be easily read
breathing freely in half-an-hour, but arriving at deep
without a face mask in public places. reflection of the insights will take you
It matches well with the most-popu- hours to days.
lar parable on change with cheese as
a symbol. “Old cheese” is no more. The beauty of the parable is its strate-
We must get used to “New Cheese”. I gically significant simple story. “Who
am referring to the New York Times Moved My Cheese” features four char-
repeated best seller, “Who Moved My acters, two mice and two miniature
Cheese” by Dr. Spencer Johnson. I re- men. "Sniff" and "Scurry", the mice
call first reading it more than 20 years and "Hem" and "Haw", the men live in
ago, and I would have simply re-read harmony in the same neighborhood.
it over 20 times. Ironically, COVID19 Their staple food was “cheese”, and all
has “moved my cheese”. Let us reflect of them lived happily and peacefully
on the relevance. enjoying their daily cheese. Suddenly
the trouble started to brew, like the
life. “Who Moved My Cheese?" pub-
way what was initially called the “Chi-
lished in 1998 became a worldwide
Overview nese” virus by Donald Trump, became
success with over 50 million cop-
COVID19, causing a global catastro-
It was interesting to note Dr. Spencer ies of the book sold and translated
phe.
Johnson, a medical expert converting into more than 40 languages. I recall
himself as a sought-after writer on bringing more than 20 books of this

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 23
Simple Brains and Complex Hem, hard-headed, waited in grum- C, "If you do not change, you can be-
Decisions bling with the complaint, “I want my come extinct", for his friend to ponder.
cheese back”. This is how men “with
Going to Cheese Station C to find their
complex brains” responded to confu- Still worried, perhaps he had wait-
daily nourishment was a regular rou-
sion. ed too long to begin his search, Haw
tine for both two mice and two men.
found some scattered cheese, and
One day Sniff and Scurry arrive at
Meanwhile, Sniff and Scurry had continued his search. Slowly losing
Cheese Station C to find no cheese left.
found "Cheese Station N", a new sup- his denial, Haw realised that cheese
They, however, were not surprised.
ply of cheese. Back at Cheese Station had not suddenly disappeared, but
Noticing the cheese supply dwindling,
C, Hem and Haw, affected by their had dwindled from continued eating,
they had mentally prepared for the ar-
lack of cheese, blamed each other for and that older cheese was not as tasty,
duous, but the inevitable task of find-
their predicament. Hoping to change, and had been moldy. Brushing aside
ing more cheese beforehand. Leaving
Haw again proposed a search for new his fears, Haw's new mindset allows
Cheese Station C behind, they began
cheese. Hem however, comforted by him to regain and enjoy life; he had
their hunt together for new cheese.
his old routine and afraid of the un- even begun to smile again. Haw de-
Dr. Johnson describes them as “having
known, again knocked down the idea. cides to go back for Hem with the few
simple brains”, and they took quick
After many days in denial, including a bits of new cheese he had managed to
decisions.
search for cheese behind the wall of find.
Later that day, Hem and Haw arrive Cheese Station C, the men starved not
at Cheese Station C only to find the being able to find cheese.
same thing, no cheese. Angered and Rigidity in Hem
annoyed, Hem demands "who moved As time moved on, Haw developed
Hem, the other little man was the
my cheese?". Unprepared, the two courage to go in search of new cheese.
slower to respond (“Heming/fyñka”
men had counted on the cheese sup- With still a vacillating mind in front
in Sinhala). Uncompromisingly, he
ply to be constant. After verifying that of a massive maze, he pondered, and
turned down newly found cheese to
cheese is indeed gone and ranting at one side of his brain said to ‘go ahead’,
his friend's dismay. The way he re-
the unfairness of the situation, both and the other side said ‘no’. Dr. Spen-
sponded to Haw was rather negative.
headed for home hungry. Returning cer shared wonderful wisdom here.
With knowledge acquired along the
the next day, Hem and Haw found the “When you go through fear, you be-
way, Haw headed back into the maze.
same place without cheese. Beginning come free”. Haw finally decided to en-
Still going deeper into the maze, im-
to realise the situation at hand, Haw ter the maze. He went to the extent of
pelled by bits of new cheese here and
proposed a search for new cheese, but chiseling on the wall of Cheese Station
there, Haw left a trail of writings on
the wall, hoping that his friend would
be aided by them in his continued
search for new cheese.

Haw one day comes across Cheese

Station N. Abundant with cheese,
some varieties strange to him, he had
found what he was looking for. When
Haw brought some such new cheese
to his friend, Hem refused to eat. “I
do not want new cheese. I want my
cheese. Who moved my cheese? Who
really moved my cheese?”; the grum-
bling became intensified leading to
continued starvation. Dr. Spenser
symbolically signified through the
character Hem what would happen to
those who do not change. It reminds
me of Dinosaurs. They had extincted

24 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
from the jungles but still exist in the The above seven statements are worth complaint. I have met many adminis-
corporate world! reflecting in the context of COVID19. trators who say why an initiative can-
Perhaps to begin with, one should not be implemented, giving so many
identify what is cheese for oneself. It reasons without focusing on how it
Handwritings on the Wall can be many things for many people can be made implementable. This is in
including happiness, success, family, direct contrast to what Kumaratunga
Dr. Spenser has interestingly captured
wealth, tradition, etc. The way COV- Munidasa, our language maestro said.
the complex phenomena of change
ID19 has changed our lives and liveli- “Nation without innovation will not
through a simple set of statements.
hoods has perhaps created an “empty prosper; It will lay lamenting, being
They are what Haw wrote on the wall
cheese station” prompting us to find unable to beg”.
on his adventurous journey into the
“new cheese”.
maze in search of new cheese. It is
On the other hand, Haws are a pre-
beautifully presented as the reality
ferred or perhaps badly needed and
and the related cheese example. Hems and Haws Among Us sadly missing category of employees.
They are creative and take initiatives.
Change Happens There are people who resist change
They work in synergy with their col-
They keep moving the cheese like Hem. It is a common factor in
leagues in showing solidarity in ac-
corporations. Change is uncomforta-
Anticipate Change tion. They act as team players in driv-
ble. Human nature is such that there
Get ready for the cheese to ing teams to reach great heights.
is resistance to move beyond comfort
move zones. Renowned Novelist D. H Law-
Haws thrive on change, and in fact, act
Monitor Change rence states this so vividly: “No one
like champions of change. Dynamism,
Smell the cheese often so you fears a new idea, what they fear is a
flexibility, and enthusiasm are visible
know when it is getting old new experience”. Telling is easy and
in these managers. They are the first
doing is difficult.
Adapt to Change Quickly to come up with creative ideas, inno-
The quicker you let go of old vative solutions, and novel practices.
The worst part is that the Hems as cor-
cheese, the sooner you can Like the intelligent dolphins, as op-
porate dinosaurs block creative ideas.
enjoy new cheese posed to dinosaurs, these corporate
They find hundreds of ways to say
Change creatures drive change in organisa-
“No” to an initiative. These “nay say-
Move with the cheese tions. They are both idea generators
ers” have a popular practice to kill an
and task implementers. In essence,
idea. “Yes, it is a good idea, but it will
Enjoy Change! they appear as thinking performers.
Savour the adventure and en- not work here”. This “yes-butting” is
joy the taste of new cheese! frustrating from the individual point
Do we see more Hems than Haws in
of view, and is also faulty from the in-
Be Ready to Change Quickly the corporate world? Thinking out of
stitutional point of view. In the case
and Enjoy it Again & Again the box in coming forward with novel
of public sector, overly clinging on to
They keep moving the cheese. solutions to pressing issues is what is
financial and administrative regula-
in high demand. Of late, an increased
tions in killing new ideas is a common

Table 1: Mindset Comparison

Aspect Hems in Action Haws in Action
Strategy Carrying out a predetermined plan Entrepreneurial in opportunity seeking
Structure Prefers a tall hierarchy Prefers working as a network
Systems Advocate rigid systems Encourages flexible systems
Staff Emphasis on title and rank Emphasis on being helpful
Style Transactional in merely solving employee Transformational in encouraging employ-
problems ees to find their solutions
Skills Needed skills to maintain the status quo Needed skills to challenge the status quo
Shared values Stability is more important than change Change is the way to ensure long-term sta-
bility

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 25
recognition of such devoted dolphins Editorial Comment
can be seen especially in the private
sector. The case is worse in the public Cheese is a metaphor for what
sector where conformance over crea- we want in life – be it a good job,
tivity being the norm. When seniority a loving relationship, money or
is the criterion for promotions, more possessions, health or peace
talented younger players get side- of mind. The maze in the story
lined. is where you look for what you
want – the organisation you
work in or the family/communi-
Comparison of Mindsets ty where you live.

It is interesting to look at how Haws Coronavirus, COVID-19 and oth-

and Hems approached their work, er variants have moved all our
McKinsey’s Seven “S” Framework is cheese in ways that few of us im-
used as a frame of reference to key as- agined possible, and in fact, with
pects of comparison. Table 1 contains all the changes that commenced
the details. since 2020 relating to pandem-
ic disruptions to economic and
One may inquire whether a hybrid be- business disruptions as well as
tween the two is possible, but the re- to our lives in general. In this
ality is ‘no’. It is very digital and in fact context Who Moved My Cheese
a daring choice to behave as a Hem or has been accepted as the book
a Haw. that has been considered as rel-
evant as ever. In summary the
whole story is a compendium of
The Road Ahead lessons on change management
and adaptability.
Time has come for Sri Lankan organi-
sations to intensify its growth amidst Change Happens, and we
adversity. The multiple challenges should Anticipate Change,
that appear in multiple fronts have as well as Monitor Change,
created a messy maze where many Adapt to Change Quickly,
leaders are struggling to succeed. Be- Change, Enjoy Change and
ing proactive than reactive in adapt- also Be Ready to Quickly
ing to the new normal is a necessity Change Again and Again.
for survival. What Charles Darvin said Hence, the lessons taught in
makes a lot of sense here. “It is neither this story will be very much
the strongest nor the most intelligent relevant to studies in Manag-
that survives, but rather, that which is ing Organisations.
most adaptable to change”.

26 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
April 2022 22nd Issue The Professional Manager 27
28 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
T
he unregulated tertiary The Impact of a Lack of
education industry in Quality Assurance
Sri Lanka clearly affects
the forward march of the Hence, the exigency to regulate, as-
country. When the indus- sess and rank the mushrooming in-
try continues without proper policy, stitutes offering various degrees and
regulations and qualification assess- postgraduate degrees in Sri Lanka has
ment criteria, there would be an in- become a paramount necessity. The
adequate level of educated people to present status of the tertiary educa-
enable the country to progress. From tion industry in Sri Lanka is such that
a different perspective, the competi- most of the MBAs offered by mush-
tion and the challenges faced by both rooming and ‘fly by night” institutes
the corporate and the public sectors are not MBAs but they are ‘mbas’
in this VUCA world demand an ade- (mutually beneficial agreements). As
quately competent set of profession- the tertiary education industry is un-
als who would act as a bulwark to regulated, and there’s lack of proper
ensure in the least sustainability. In quality assurance and assessment
order to meet these challenging cir- mechanisms, those who follow these
cumstances, universities and related courses simply ‘buy’ their qualifica-
institutes should impart the required tions instead of earning them. As a
knowledge and skills such as concep- result, they have the MBA certificate,
tual, analytical, problem solving and but lack the knowledge expected
communication, not only to meet the of at Masters’ level. In other words,
global challenges, but also to over- there is no difference in the level of
come them, and to take their organi- knowledge, skills and abilities, before
sations to greater heights. When such embarking on an MBA programme
required competitive competencies and upon completion of an MBA pro-
are not imparted and inculcated to the gramme.
undergraduates and more important-
ly to the postgraduates, how can they A careful analysis of the industry re-
be expected to assume the leadership veals that there are about 110 insti-
roles to elevate their companies to tutes offering various types of degrees
the desired heights? The irony is that from postgraduate diploma level to
most of them possess the required doctoral level in Sri Lanka, and only
certificates but not the required com- a very few institutes have not com-
petencies. promised the quality of their Degrees

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 29
and MBAs’. There is a marked differ- fication or to “map” any (mapping final dissertation. Hence, it is advisa-
ence between the MBAs produced by system) degree or professional qual- ble to decide few criteria and sources
such reputed institutes and those that ification, based on the SLQF. Irrespec- of accepting the “rank” of an overseas
produce mba’s. Unfortunately, most of tive of whether the degree is foreign university in congruence with the Sri
the Heads of Human Resources, CEOs’ or local, this unit, should assess each Lankan education system, and the fu-
and the CFOs’ in the Corporate world degree programme, and issue a cer- ture intent of the government.
also follow such mbas to merely earn tificate assigning a weightage to that
the title intending to camouflage the degree. Thus its function is expected
Annual Reports showcasing many ti- to be similar to the Qualification As- Affiliations
tles but not the knowledge, skills and sessment Authority (QAA) of Great
All institutes offering degrees of over-
the abilities, that need to go with such Britain. This unit should also carry
seas universities in Sri Lanka should
positions. out Quinquennial (five yearly) Re-
have one direct link with the parent
views of such institutes. Few areas to
university in that country. Having
Hence, some of the important points be considered for these reviews are,
several intermediary links between
are briefly highlighted below that maintenance of accepted academic
the local institute and the parent uni-
should be enforced to regulate the in- standards, programme goals and ob-
versity is unacceptable, as this sys-
dustry. jectives, knowledge transfer, skill de-
tem not only dilutes the value of the
velopment, plagiarism, admission cri-
degree but also compromises the de-
teria, facilities, infrastructure, course
sired quality and standards.
Hierarchical Structure for structure, assessment structure, cred-
Degrees it allocations, application of knowl-
edge, failure rate, lecturer’s qualifica-
The Sri Lanka Qualification Frame- tions, industry affiliations, research Infrastructure and
work (SLQF) clearly specifies the lay- and intellectual contributions of the Investment
ers and the levels for each programme lecturers. Deviations from the given Minimum criteria should be estab-
from level 01 to level 12. A closer norms and standards will result in lished for the capital investment to
scrutiny of the SLQF will reveal even (temporary or permanent) suspen- commence an educational institute
the difference between a B.Sc. (Hons.) sion of such sub-standard institutes. or a private university. The minimum
degree and a B.Sc. degree. But do the Such measures will undoubtedly im- space required and the basic facilities
private tertiary education institutes prove the standards of our state sec- such as Libraries, IT Labs, adequate
know the difference between a B.Sc. tor and private sector universities to parking, access to resources (for in-
(Hons.) and the B.Sc. degree or the be on a par with top ranked interna- stance global online libraries such as
different levels of credits, pedagogi- tional universities. These systems are Emerald Insight, JSTOR etc., and ac-
cal depths and the rigour required for available not only in Australia, New cess to databases and software) are
such degrees? Hence, this is one area Zealand and the UK but also in coun- essential. Commencing an institute
where attention should be paid for the tries such as the Maldives. Encourag- within 500 sq. ft. and fixing a board
hierarchal structure of the degrees of- ing and recognising the universities with “ABC Campus” should be com-
fered by state universities as well as to offer degrees in Sri Lanka falling pletely done away with.
foreign universities in Sri Lanka. under the “Commonwealth” category
without any assessments and sub-
sequent quinquennial reviews are Admission Criteria
Qualification Assessment grossly foolhardy acts. Another area
Authority (QAA) to be concerned with is the “ranking” The UGC has clearly stipulated the
of the overseas universities. The writ- admission criteria for postgraduate
Having closely worked with British,
er is of the view that if a top ranked programmes at state universities and
Australian, American and the Sri Lan-
overseas university is offering its pro- higher education institutes. In some
kan education systems, the writer
grammes in Sri Lanka, the course fee cases, based on their criteria and
holds the view that a QAA needs to
alone will be exorbitant. Further, only flexibility, a second lower or general
be established in Sri Lanka. For in-
about 50% of the students of these degree, with the minimum number
stance, as a suggestion, a separate
institutions will get through the pro- of executive experience can be al-
arm or a unit under the University
grammes due to their high standards, lowed to participate in postgraduate
Grants Commission (UGC) should
stringent academic measures and the programmes. However, exemptions
be established to assess any quali-

30 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
cannot be granted at Master’s level tions, examinations, skills and syllabi
for professional qualifications. Un- of the certificate awarding institute
fortunately, due to the shortcomings to avoid ‘breeding’ of such substand-
in the industry, it is pathetic to see ard programmes. Further, assignment
that some institutes offer exemptions based programmes needs to be done
for professional qualifications as an away with, as one cannot test the
alluring tactic to enhance their stu- knowledge only through written as-
dent intakes. Although some of these signments. Knowledge should be test-
qualifications are graded at Level Sev- ed by way of an examination, along
en as per the National Qualification with the application of knowledge to
Framework (NQF) of Great Britain, in- the given circumstances. It is common
dicating that they are on a par with a knowledge that “outsourcing” of as-
postgraduate academic qualification, signments nowadays has turned out
one should understand the marked to be a lucrative industry.
difference between a professional and
an academic qualification.
Unethical Marketing
Some of the institutes offer only the
Introducing Bridging
final year from the parent university
Programmes
and the initial two years are covered
Another trend observable in the in- with their own programmes. Howev-
dustry is doing away with the ad- er, these programmes are marketed
vanced level qualifications and in- as if the entire degree is offered by the
troducing a ‘bridging’ programme affiliated overseas parent university.
instead, (usually termed as a Foun- Although the certificate is from the
dation-course of six month-dura- parent university, there are two tran-
tion). This trend is seemingly due to scripts covering the first two years
the undue delays taking place in the from the local institute and the sec-
university admission process. Such ond transcript covering the final year
short-circuiting needs no emphasis, from the parent university. Newspa-
as they are a ruinous process. Strict pers are also thriving on educational
regulations, should, therefore, be in- advertising as there is no authority to
troduced with regard to specific dura- ascertain the veracity of such infor-

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 31
mation and degrees. In the absence stances duly approved by a Senate conducting a research, identifying a
of a proper “authority” in Sri Lanka to with adequate rationalisation and ev- problem, assessing the performance
approve advertisements and market- idence. However, “buying” a Doctor- gap, data gathering, data analysis and
ing communications, advertisements ate is unheard of. Hence, this totally solving a real life-problem through re-
carrying half-truths have gained en- unethical practice should promptly be search. Alternatively, they can be giv-
try in their promotional campaigns. done away with. en an industry based real life problem
Needless to say that such information to solve with more credit-weightage
need to carry absolute truth. which should reflect, inter alia, their
The Panel of Lecturers knowledge, application of knowledge,
problem identification, performance
It is highly advisable to assess the
Programme Duration gap, analytical skills, problem solving
competencies of the MBA lecturers
skills and so on.
The programme duration is a salient who are involved in imparting their
aspect in determining the quality of theoretical knowledge to students
Considering the above, the UGC has
a study programme. When there is a while sharing their experience from
to re-think beyond local parameters,
fixed number of credits, the required the relevant industry. The lectur-
and benchmark such countries as
knowledge should be gained based ers should not only be qualified ac-
Singapore, Japan and then customise
on a reasonable time-duration, which ademically, but should also possess
the policy formulation to suit the Sri
must include in-class learning, guid- the much needed industry exposure
Lankan requirements. Having an “Ed-
ed learning, and the notional hours. in order to lecture for MBA’s. Mas-
ucation Policy is a must for Sri Lanka”.
For instance, a minimum period for ters-level lecturers should possess a
Hence, we earnestly urge the author-
a term should be 3-4 months. This recognised Master’s degree with rel-
ities to regulate the tertiary educa-
includes 30-36 hours of in-class lec- evant industry exposure; this should
tion industry in Sri Lanka, introduce
tures, 20-25 hours of guided learning be considered as mandatory. It thus
an Education Policy from Grade one
and another 50-60 hours of notional drives home the fact that the quality
to Post Graduation encapsulating all
learning per subject. Generally, for an of lecturers should be an important
stages immediately, as the expecta-
undergraduate degree, the duration criterion in the recruitment process.
tion is not only to take the country
should be a minimum of three years
forward but also to meet the global
and at Masters’ level, a minimum of Based on the writer’s experience, top
challenges. The country demands the
18 months. MBA programmes with 6 ranked universities even conduct “au-
creation of a competitive, competent
months or 8 months or PhDs within 2 ditions” to assess the resource per-
and knowledgeable work force, if it is
years raise a lot of eyebrows on their son’s competencies and communica-
desirous of raising its head from the
inputs and quality. Another emerging tion skills as well as the parameters
current socio-economic morass.
trend resulting from the COVID-19 for the intended subject before they
pandemic is the growing demand for are recruited as lecturers.
on-line programmes. Therefore, in
these circumstances it’s advisable to
streamline policies and standards, Conducting Research
without further ado, for such on-line
programmes. One of the significant features of a
quality MBA programme is guiding the
student in pursuing and carrying out
Today, so many individuals go with
a research, and completing the disser-
the epithet “Doctors”. A person who
tation/research, based on scientific
can be called a “Doctor”, is if he/she
research methodology. There should
has earned a Doctorate (Doctor of
be a clear distinction between this re-
Philosophy). Doctorates have to be
search/dissertation and the semester
generally earned after much effort,
assignments completed by students.
and going through intellectual rigour
Most of the local programmes do not
and also by contributing something
require dissertations or in the least
unique to the society or the academia.
a final project to complete their pro-
Doctorates are also conferred for an
gramme. Hence, such MBAs’, do not
individual under exceptional circum-
possess the required knowledge on

32 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
T
he point-counterpoint is more focused – more convincing,
strategy adopted more and therefore, the reader is at a tre-
and more in modern mendous advantage in gaining com-
writings, has been proved prehensive knowledge from a single
to be highly effective in essay/writeup. This is similar to a
gaining insights into controversial ‘One-stop’ Shop. Especially for aca-
or argumentative topics. In some ac- demic pursuits the point-counter-
ademic writings this technique is re- point technique is highly purposive,
ferred to as "Concession-Refutation”. highly persuasive, highly effective and
highly productive. It has a highly stim-
This approach of exposing a topic ulative effect as well. Point-Counter-
from different angles, especially those point can either be done by one writer
that pose several convincing conclu- or by two different writers. It needs
sions, could be seen as an advanced also to be stressed that counterpoints
stage of debating and argumenta- need not always be ‘counter-points’.
tion. Compared with the traditional They can also be supporting the
debate or argumentative discussions, points looking at the issue from a dif-
(which are not foreign to us) it is not ferent perspective/premise.
a win-loose battle. Herein the reader
is the winner, as he/she gains a com- Thus, found below is a different ex-
prehensive/all-round knowledge of a perience in building an argument
subject. In short it’s almost a 360 de- through an article in a simple but
gree-vision. Moreover, in point-coun- intriguing manner, that is, an experi-
terpoint the factors adduced for and mental point-counterpoint intending
against are more focused, leaving no to test its efficacy among our learning
room to go astray. community, as well as to provide an
impetus to popularise the technique
Further, the general consensus is that especially in our academic writings.
the point-counterpoint technique

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 35
Just five areas to stimulate our thinking! With less formal authority in regulating
team-behaviour, personality conflicts
Team-based structure for complex within the team can negatively impact
and dynamic forces faced by organ- efficiency and group harmony. Unlike au-
to-run units, human reactions are indeter-
isations…
minable.

Point by SR It is obvious that some aren’t good team

players, while there are others who are
Drucker (2002) opined that in a tradi-
underperformers. Basic to team-func-
tional workforce, the worker serves the
tioning are team meetings needed for
system, and in a knowledge workforce,
planning, deciding, strategising, and im-
the system must serve the worker. In an
plementing. But, instances have emerged
organisation of systems that serves the
that unless they are closely monitored
worker, knowledge creation is an essen-
with strict behavioural frameworks, they
tial intent of the strategies for developing
can often become social gatherings, and
employee competencies. May et al. (1997)
less productive units.
are of the view that it has been evident
that the traditional top-down cultures are Further, contrary to organisations en-
increasingly being changed over time to abling single-person decision-making,
customer-focused, receptive, bottom-up, team-based organisations can prolong the
empowered, flatter, generic, open, respon- decision-making process, and complicate
sive, and flexible organisations adapted making even the simplest decisions.
to cope with constant change and uncer-
tainty. Team-based or network structures Hence, productivity should be the final de-
would be an appropriate response to cope terminant in deciding which structure an
with these complex and dynamic forces organisation should adopt.
facing organisations, including globali-
sation, heightened turbulence, demo-
graphic changes, and different economic
goals, in a scenario like new normal after
a pandemic, how a team serves a system. Knowledge is acquired through the
Whether virtual or not, team structure synthesis of contradictions…
provides connectivity to make things hap-
pen in institutions. Point by SR
According to Nonaka et al. (1994) organ-
Counter point by KAIK isational knowledge creation, as distinct
In summary what is said is that (i) team- from individual knowledge creation, oc-
based or network structures are an ap- curs when all four models of knowledge
propriate response to cope with complex creation (Socialisation, Externalisation,
and dynamic forces facing organisations Combination and Internalisation) are
and (ii) team structure provides connec- organisationally managed to form a con-
tivity to make things happen in institu- tinual cycle. Nonaka and Toyama (2003)
tions. It is true that team-based structures conceptualise knowledge creation as a di-
facilitate quicker communication and alectical process in which various contra-
decision making, less supervision, more dictions are synthesised through dynamic
worker-empowerment and flexibility, and interactions among individuals, organisa-
therefore, taken together they are seem- tions, and environments. They believe that
ingly more productive. knowledge is created by synthesising the
contradictions between the organisation’s
Although the above are apparently the internal resources and the environment.
main virtues attributed to team-struc- Contradictions give us opportunities to re-
ture-based organisations, any decision on visit practices, procedures, processes, etc.
their adoption demands an in-depth anal- Therefore, contradictions are inextricable
ysis of the ground situation, mainly an or- vistas for new knowledge creation.
ganisation’s culture.

36 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
Counter point by KAIK self. Finally, accountability means a sheer
demonstration of total responsibility. In
The two processes as stated in the oppo-
practice, it tends to use accountability as
site column are (i) the SECI Cycle (Social-
a separate element. However, one needs
isation, Externalisation, Combination and
to understand that accountability, on the
Internalisation) promulgated by Nonaka
whole, is coming within the domain of re-
et al., and (ii) the dialectical process
sponsibility.
conceptualised by Nonaka and Toyoma,
which, in short, is arriving at truth through
a process of comparing and contrasting
Counter point by KAIK
various solutions. Dialectical method, is If one says that accountability comes with-
a discourse between two or more people in the broad domain of responsibility it is
holding different points of view about a an indirect admittance that the difference
subject but wishing to establish the truth between accountability and responsibility
through reasoned argumentation. It re- is somewhat foggy. Further, it shows that
sembles debate but the concept excludes in many an instance the two terms have
subjective elements such as emotional been used depending on the peculiarity
appeal and the modern pejorative (de- of the situation. Nevertheless, carving out
rogatory) sense of rhetoric. Knowledge distinct definitions for the two terms is
creation according to the Nonaka's SECI important as they now occupy unassaila-
model is about continuous transfer, com- ble positions in modern management.
bination, and conversion of the different
types of knowledge, as users practice, in- A recent article published by Springg HR
teract, and learn. (an HR Services provider in India) ex-
plains that accountability is literally the
However, based on the above two process- ability and/or duty to report or give ac-
es a more recent explanation deduced for count of on events, tasks, and experiences.
the creation of knowledge is through prac- It has to do with answerability, liability,
tice, collaboration, interaction and edu- and the expectation of reporting back on
cation, as the different knowledge types particular outcomes. So accountability is
are shared and converted. Beyond this, outcome/ answerability based, and taking
knowledge creation is also supported by ownership of the results. Unlike respon-
relevant information and data which can sibility, accountability cannot be shared,
improve decisions and serve as building and therefore, belongs to one person, and
blocks in the creation of new knowledge. it is result-focused.

Conversely, responsibility can be shared

and divided among team members, col-
Responsibility is what is assigned lectively working towards a goal. Hence,
and Accountability is to do it bet- it may be concluded that while accounta-
ter… bility is results-focused, responsibility is
task or project-focused. It would, there-
Point by SR fore, be proper to say that responsibility
The concept of accountability has become and accountability are the two ends of a
increasingly important in organisational continuum.
practices over the past decades (Vande-
kerckhove, 2006). In an extensive sense,
accountability as the act of rendering an Designing for strategy execution is
account renders the economic subject an a part of the strategy-making…
obligation to demonstrate the reasonable-
ness of his or her actions to others. There Point by SR
have been different dialogues on account-
Berger (2001) argued that a study shows
ability, both explicit and implicit, and
that 90 percent of formulated strategies of
definitions of accountability are ranging
firms in the USA and Europe are not im-
from answerability, responsibility for dis- plemented on time, and with the intend-
closure, and social welfare of the commu- ed results. Zuckerman (2005) mentioned
nity, to consent issues and democracy it- that strategy formulation is glamorous,

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 37
 but unfortunately, implementation often tant. This will make training affairs more
gets the short drift. Strategy execution is effective for all trainees. English compris-
often pronounced in literature as a com- es a relatively small number of frequently
plex and challenging process. Leaders used words and a much greater number
need to understand that it is essential to of less-frequently used words. The ques-
implement and design a strategy with the
tion remains, should language be simpli-
focus of “What do I need to do differently.”
fied for different purposes. The answer
As there is an over-dependence on strat-
egy making as a separate exercise, execu- is, implicit, yes. However, the conceptual
tion would be a challenging call to many. meanings of concepts may be diluted due
That is why strategy execution is naturally to the oversimplification of the theories
leading towards poor results than intend- and concepts. Then, training or learning
ed. exercises may be projected as a simplified
acting affair rather than exploring the
Counter point by KAIK deeper meaning of phenomena.
Strategy designing or Strategy formula-
tion and Strategy execution are the two Counter point by KAIK
ends of the Strategic management spec- It is true that language is the vehicle of
trum. Strategic management is an impor- thought and communication. This tru-
tant aspect in business management. The ism leads to the contention that trainees
key concepts of Strategic management
should be able to understand the language
are strategic vision, objectives, strategy
used by those who impart knowledge. It is
formulation designing), strategy imple-
mentation (execution), evaluation of per- on this premise that opinion has emerged
formance and initiating corrective action. that for training purposes the English
As a mere strategy is an embellishment a language should be simplified. Simplifi-
true strategy is there to achieve an objec- cation or simplifying means ‘making it
tive or a set of objectives. It thus becomes easier to understand or removing things
pretty obvious that strategy execution which make it complex. As the topic is on
(implementation) happens to be a more language simplification it means using/
challenging and delicate task than that of adopting simpler expressions to make
strategy designing (formulation), as ulti- things understandable to the trainee. No
mately a strategy ought to be result-driv-
one would debate on this fact. But the is-
en. Further, it’s the process of turning a
sue is to what level the language should be
strategic plan into action. Any strategic
or implementation plan outlines the steps simplified. There’s a limit beyond which
an organisation needs to take in order to simplification will lead to over-simplifi-
achieve a goal or objective. The implemen- cation that affect subject-content. Among
tation plan is the roadmap to a successful many factors there are a few basics that
strategy execution. A strategic plan is thus should be in place for any training to be ef-
only as valuable as its implementation. fective. Adoption of a simpler language is
only one such factor. Two other basics are
the trainer’s competence and the knowl-
edgeability of the trainee to apprehend
the teachings. It is thus a combination of
Simplifying the English language language cum cognitive issues. So in con-
for training purposes… clusion I would say that simplification
in language learning should be reserved
Point by SR for cases where caretakers communicate
with a child using simple vocabulary and
The English language may be believed to
short sentences aided by such means as
be a collection of repertoires from which
intonation, body language, pauses, and
people choose according to the purpose
repetitions. But if it’s any other subject,
and audience of their communication. We
simplification of (English) acts like a pen-
tend to simplify to reduce the language
dulum, wherein the content, the trainer’s
demands of the text. We wish to remove
ability and the cognitive level of the train-
potential language complications so that
ee would be the ultimate determinants.
we can clear the way to acquire those
competencies that we think are impor-

38 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
April 2022 22nd Issue The Professional Manager 39
L
eadership has been one of one must be a follower and certain
the main topics discussed other situations he/she would be a
within the management leader.
circles, in the industry, in-
stitutes of higher education
as well as in the political arena. The Nexus among Culture,
link between leadership and the per- Leadership and Future of an
formance of a team is well established Organisation
and understood, irrespective of the
Globalisation and all the new technol-
type of work that the team is engaged
ogies and innovative business, health-
in. Depending on the cultural and
care, and education models, undoubt-
social norms and/or other circum-
edly, have made life much easier to
stances the father or the mother or
live than ever before. However, with
sometimes even an older sibling takes
increasing production, consumption
a leadership role within the family.
and living standards (catering to un-
During the school career one will be
limited needs and wants) the world
exposed to sports and other types of
is also experiencing a significant in-
teamwork and competitions, class
crease of greenhouse gasses, environ-
projects and volunteer work done by
mental pollution, economic and terri-
different student organisations and/
torial competitions (fights for limited
or fund-raising events for the school
resources), deterioration of social and
where the link between leadership
cultural values. Whether one focus-
and performance can easily be under-
es on the success or the failure of an
stood. After a successful completion
organisation or a country, it is the
of a task, such as winning a match,
leadership that is highlighted as the
achieving a sales target or a particular
most influential factor responsible
goal that the team set out to achieve,
for the particular outcome. There is
often, it is the leader of the team
no shortage of gurus and material ad-
who is recognised, highlighted, and
vising and explaining what leadership
praised much more than the other
means and how to become an effec-
team members. Of course, the leader
tive leader. What is not seen or heard
shoulders a bigger responsibility than
that often is the impact of culture on
others, but he/she cannot do it alone.
the definition and the creation of ‘a
The rest of the team, the followers, are
leader’, and how a leader can estab-
equally important since the achieve-
lish a certain culture in an organisa-
ments are not possible if they don’t
tion or a country. As Martin Zwilling,
follow the leader’s instructions intel-
a former IBM executive, who has been
ligently. Leadership and followership
helping startups, mostly in the Sili-
are roles we all play at different times.
con Valley, says, it is a cyclic process
One can find certain situations where

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 41
where people’s perception about a ership without understanding the
leader depends on the cultural norms culture within which the leadership is
they have agreed to accept, and a true recognised. It is easier to understand
leader has a great deal of influence in culture if one understands the leader-
shaping the culture for the future of ships through which the culture has
the organisation. Leadership has been been evolving.
studied through different angles such
as defining of leadership, whether a
leader is born or made, , whether the Organisations and Nations
leadership can be taught or learned, are Cultural Units Consisting
and what characterises a successful of Pockets of Subcultures
leader. Such knowledge can help peo-
Organisations as well as nations are
ple as and when they have to play the
cultural units with pockets of subcul-
role of a leader, at some point in their
tures within them based on different
life, irrespective of whether it is in the
factors such as: occupation, gender,
form of a parent or a teacher , a reli-
race, religion, language and even age
gious leader, a principal of a school, a
groups. Culture is an abstract concept
vice chancellor of a university, a CEO
that is sometimes used to indicate
of a company, a mayor, a governor, a
the sophistication of an individual or
Prime Minister, or even a President of
a group as when we say ‘he/she is a
a country. The strong connection be-
cultured person’. Sociologists and
tween the culture and leadership is
anthropologists use it to refer to the
often overlooked, and therefore, what
customs and rituals a group of peo-
people believe to be leadership quali-
ple develop through their history. As
ties do not produce true leaders.
people started exploring new ways to
improve their businesses to overcome
Sri Lankans have had enough and
the competition, they started looking
more opportunities to learn this
at behavioural patterns of employ-
about political leadership since 1948
ees and managers which gave rise to
with life altering examples, especially
‘organisational culture’ or ‘corporate
since 1977. Irrespective of the enti-
culture’. Countries are sometimes
ty, whether it’s an organisation or a
identified by their political cultures,
country, it is hard to understand lead-
such as democratic, socialist, monar-

42 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
chical and even anarchical. Different the nation defines ‘leadership’. If the new members as the correct way to
political groups may have their own organisation or the nation has ex- perceive, think, and feel in relation to
sub-cultures within the main cultural posed its members only to a culture similar situations. The irony is that
umbrella of the country. Management of corruption, then such a group will the leader who is going to change the
theories talk about developing ‘right accept the corruptive behaviour as culture or introduce a new culture
kind of culture’ within an organisa- an important aspect of a leader. The must come through the existing cul-
tion such as ‘culture of innovations’, main difference between a leader ture and the system, keeping the evo-
‘customer-first culture’ or ‘non-hier- and a manager or an administrator is lutionary process of his/her own cul-
archical culture’. In the political arena that a manager/administrator works ture, protected from the contagions
people talk about ‘culture of equality’, within an established culture where- of the environment he/she is living in
‘non-discriminatory culture’, ‘culture as a leader should have the ability and gathering experiences from.
of law and order’, and very rarely even to change the culture if necessary or
a ‘corruption-free culture’. The per- even create completely a new culture.
sonality and character of an individual If the organisation’s survival is threat- Toxic Leaders Promote
can be viewed as an accumulation of ened due to maladaptation of some Negative Cultures
the cultural learning through his/her elements of its culture, then it is the
A leader who is concerned about his/
family, the peer group, the school, the responsibility of the leadership at all
her own welfare over that of the or-
community, the occupation, the work- levels of the organisation to recognise
ganisation and/or has no concern
place, and any other group he/she has it in time, and take corrective meas-
about the physical, emotional, and
been a part of. Though the culture is ures. If not these unwanted character-
mental well-being of the subordinates
within us it is in a continuous state istics of the organisational culture will
and/or creates a negative culture
of evolution since we, as individuals, be passed onto the next generation
through his decisions and actions is
are constantly evolving. As one joins and the trouble continues, perhaps
a toxic leader. That kind of a leader
or creates a new group that will affect even with a greater intensity.
would expect a robotic compliance
this evolutionary process of one’s cul-
from the subordinates rather than
ture and the culture of that group. There are different ways to define cul-
an intelligent followership. A toxic
ture depending on the context with-
leader will be very comfortable with
in which it is discussed. In general,
a bunch of “yes men/women” around
Prime Role of a Leader: To ‘culture’ can be considered as a col-
him so that his decisions will not be
Rectify Errors and Lapses in lection of shared behaviour patterns
questioned or challenged even if the
a Culture learned by a group as it faced inter-
subordinates knew that they were
nal and external constraints that has
Cultural norms of an organisation or detrimental to the organisation. This
worked well enough to be considered
a nation are the building blocks of type of blind followers will never be
valid and, therefore, to be taught to
the process how that organisation or able to become true leaders. They

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 43
may become leaders through the ego aside and listen to and explore Billionaire businessman Mark Cuban
same kind of systems that made their all different views and ideas present- has said that he and his team were
boss a leader, only more toxic even ed to them, and intelligent enough to more productive when he brought a
than their predecessor. An intelligent make the right decision at the right positive environment to each meet-
followership requires a conscious time. This is an extremely important ing rather than allowing his negative
decision to follow a true leader who concept about leadership, especially emotions to dictate the atmosphere of
inspires hope rather than fear. The when it comes to selecting a leader the meeting. He has been able to stay
combination of a true leadership that for a country, that each and every cit- away from any emotional responses
can empower the rest of the team and izen should understand. Incompetent by not allowing the perceptions creat-
a team of intelligent followers is what leaders who try to run organisations ed in the past to influence the present.
creates collaboration and teamwork or govern countries through concepts He further said: “One of the most un-
to the truest sense of the words. such as: ‘my way or the highway’ have derrated skills in business right now
shown how disastrous they have been is being nice. Nice sells.
throughout history. It becomes a vi-
Impactful Cooperative cious cycle where toxic incompetent
Leaders Collaborate, leaders create toxic incompetent fol- Popularity and Goodwill are
Delegate, and Negotiate lowers and such followers eventually Distinctly Different Concepts
Leadership, all too frequently, is re- becoming toxic incompetent leaders.
Leaders and followers alike should
duced to a simple dichotomy of the
be careful not to misunderstand pop-
‘strong’ versus the ‘weak’. This has
become a common practice in politi-
Leader’s Goodwill – A Magic ularity as goodwill, though the good-

cal arenas where even the media gets

Wand that Encourages will can make one popular among

a milage out of publishing angry pic-

Loyalty, Forgiveness, people who appreciate it. There are

tures of world leaders next to each

Credibility and Respect people who would do things or make
decisions only to gain popularity,
other or playing sound bites of leaders Goodwill of the leader encourages loy- knowing very well that what they are
blaming other countries. People tend alty, forgiveness, credibility, and re- doing is not in the best interest of the
to blame their leaders for economic spect within the organisation. Organ- stakeholders. For example, a teach-
downfalls and even for pandemics, isations don’t usually have to spend a er can become popular by not trying
but rarely do they tend to think and whole lot of money to conduct work- to discipline the students and teach
analyse what makes some leaders shops or Human Resource Develop- them the proper behaviour within
successful while others fail. Through- ment programmes to create a good- the environment they are in and/or
out history only a minority of political will culture among the stakeholders. giving them passing grades in exami-
leaders truly have made a lasting dif- It could mean simply saying ‘thank nations even when the performances
ference. Though most people tend to you’ to an employee or a customer, are not up to passing-level. Needless
dismiss more collegial style of leader- wishing someone a happy birthday, to say, that it is the modus operandi
ship as weak, it is often the most co- best wishes on the birth of a child or of almost all the politicians in coun-
operative leaders who have made the a grandchild or offering condolences tries like ours. Some would want to be
greatest impacts. Despite a worldwide upon the death of a relative. Though popular among their supporters and
fixation on strength as a positive qual- they are not expensive gifts, they do others just want to be popular among
ity, strong leaders – those who con- mean being aware of the people who their party leaders irrespective of the
centrate power and decision-making follow that leader. Given the choice, impact of their actions on the gener-
in their own hands – have not neces- taking the high road and being nice al public. Unfortunately, this pattern
sarily been good leaders. On the con- will always produce a higher return is fast spreading through other insti-
trary, the leaders who have made the on investment than being a grouch. tutions too, particularly in the state
biggest impacts on their nations and There, of course, are times when lead- sector including universities. Two pri-
even on the whole world changing ers have to be strict and push the fol- mary goals of such selfish leaders are:
millions of lives for the better, have lowers to accomplish their tasks and
been the ones who collaborate, del- missions. If the one being pushed i) to satisfy their support base to se-
egate, and negotiate. They recognise feels the goodwill within the inten- cure the position for the longest
that no one person can or should have tions of the leader, then the mission possible period and climb up to
all the answers to problems they face. will be accomplished even beyond the next level at the end,
They are strong enough to put their the expectations of the stakeholders.

44 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
ii) to prepare the ground to plant these matters other than the blessings ty organisation, school or a university
their most loyal (but less compe- of the politicians who rule the coun- would be a competent person with a
tent than them) follower at the try at the time. The irony is that those vision for the country or the organ-
position when they leave so that rulers may also have been selected isation, and the courage to always
all their sins will be forgiven, with the same mentality not under- stand on higher grounds of moral
while being seen as a better lead- standing that being a great surgeon, a and ethical standards. It is extremely
er than the successor. Incompe- professor, a military leader, or even a important for the followers to know
tent selfish leaders certainly will member of parliament does not in any the difference between a leader with
not let any follower who seems way imply that the person is ready to goodwill and one without, since we
to be more competent than them be the leader of the country. In a hi- can only see what we know and noth-
participate in any activity since erarchy every employee tends to rise ing more.
they consider such followers as a to his level of incompetence. In time
threat to their survival. every post tends to be occupied by an
employee who is incompetent to carry Leadership -Followership
out its duties. Work is accomplished Training Programmes – A
Meritocratic Promotional by those employees who have not yet Must
Culture – A Breeding Ground reached their level of incompetence.
Perhaps it is time to start leadership/
for Birth of Incompetent This is known as the ‘Peter Principle’
followership training programmes
Leaders due to its introduction by Dr. Laurence
and/or to include leadership/follow-
J. Peter in his (1970) book by the same
Organisations sometimes get stuck ership as a topic to teach in schools
name.
with incompetent leaders due to mer- and universities together with the
itocratic promotional culture they fundamentals of leadership qualities
practise. Most people have experi- and mutually beneficial roles of lead-
A Good Leader is a Visionary
enced situations where an employee ership and culture within which it ex-
Backed by Competence,
who was quite good at his job was ists. Lao Tzu (Laozi), the Chinese phi-
Courage and Moral
promoted to a higher position in the losopher (sixth century B.C.) has said
Uprightness
same organisation or at a different that: “A leader is best when people
place only to find how incompetent he Real leaders do not usually have to barely know he exists. When his work
is at the new position, which he was make an extra effort to create good- is done, his aim fulfilled; they will say:
not prepared or trained for anyway. will. It is their nature. Their con- we did it ourselves”. This will work
Though it is clear even to the admin- science does not allow them to spread the same way for a leader of a fami-
istration that the particular employee their goodwill only to some groups ly, an organisation or even a country
would have been more productive at and not the others. A good leader of a where leadership and the culture are
his previous position, sending him country, a business, political or chari- two sides of the same coin.
back to that position would be con-
sidered unfair and even unethical. Be-
ing an award-winning professor (or a
spiritually awakened religious leader
for that matter) does not merely qual-
ify a person to run a university. Nev-
ertheless, many organisations, from
hospitals to universities, use simi-
lar standards to select their leaders,
paying little or no attention to their
management skills, and their vision
for the future of the organisation.
Such organisations, not only, end up
with highly incompetent leaders but
also lose their best performers in the
new leader’s previous department.
In some countries, of course, none of

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 45
 Dr. Shashithanganee Weerawansa is a lecturer in Economics at the University
of Colombo. In addition to her qualification in Economics, she holds a Master of
Business Administration. She possesses wide experience as a lecturer serving
local and foreign degree programmes of the University of Wales, University of
Southern Queensland, University of Monash etc. She has many publications to her
credit on a wide range of subjects related to Economics and Management.

I
t is pretty obvious that the Sri tion that begun in 1977. As Sri Lankan
Lankan economy is in a deep citizens, all of us have social respon-
crisis. Unbearable debt pile, ex- sibilities, and hope for recovery and
cruciating foreign exchange cri- to rebuild the economy. We are a na-
sis, and the resultant shortages tion endowed with an extensive span
of essential food, oil, LP gas, and the of resources, be they natural, human,
list can go on extending over a large or physical. It is time we use these re-
space. Exceedingly high inflation, sources optimally to sustain the best.
slow economic growth, high unem-
ployment, elevated budget deficits,
and a negative balance of payment Genuine Price-hikes Vs.
(BOP) are the direct effects of some “You cannot have Cooked-up Price-hikes
of these crises, leaving a lot of disrup- a new economy However, what we are experiencing
tion to the day-to-day lives of the gen- without a new at the moment has resulted in each of
eral public. society” us exploiting the other at the slightest
Of all these disruptions, the worst
- Alvin Toffler opportunity within the ongoing cri-
sis. Genuine price hikes of goods and
is the continuously rising oil and
services due to the depreciation of the
food prices that scramble the sup-
rupee can be understood, though the
ply chains, leading to high inflation.
Practically, inflation is driven by en- Challenging and hike is intolerable as there are certain
trenched expectations of inflation, Counterchallenging – The products that have no bearing on the
where businesses raise prices be- Usual Ding-Dong Battle USD/depreciation of the Rupee and
oil-price escalations. Yet they tend to
cause they believe other businesses
It is widely heard in every nook and skyrocket unjustifiably. In such situa-
will do the same. However, this factor
corner of the country that each of us is tions, the wealthy resort to the usual
can emerge if inflation stays high; so
pointing the finger at the ruling party, practice of stockpiling, and thereby
prudence demands that we try to rein
and in turn, they criticise the previous creating a demand above and beyond
in prices now. Hopefully, the disrup-
governments for the downturn of the their normal consumption to obtain
tions will fade over time with good
economy. The repercussions truly are the benefits of future price hikes. This
strategies and policies, just as with
results created by the visionless ac- is a situation where demand is pull-
any other thing in life. This is the time
tions of the policy decision-makers of ing inflation further up. In hindsight,
we need to be selfless and restrain
both the present and the past. Most most disruptions are the results of
consumption, at least until the econ-
people opine that the beginning of the our own faults.
omy bounces back.
crisis was extensive trade liberalisa-

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 47
Disparity between Exports creasing gap between the rich and the This is where the concept of "social
and Imports poor. People have started questioning economy," which focuses on the re-
the competency / efficacy of the cur- lationship between social behaviour
You might wonder whether not hav- rent economic policies that are being and economics through solidarity
ing oil might be a drag on the econ- applied to solve the problems. and cooperation among associations,
omy. Well, it’s time to thrive on the co-operatives, foundations, NGOs,
haves and eliminate the have-nots. Be The "neoclassical economic theo- trade unions, private companies, so-
it today or tomorrow, we will all even- ry" prioritising liberalised markets cial enterprises, and state-run servic-
tually have to face bigger disasters as has shown its limitations through es, may be useful. It is founded on the
a consequence of our spending on im- market failures. People have come principles of solidarity and collective
ports with fewer exports. to acknowledge the need for greater involvement in a process of active cit-
government intervention. The para- izenship. It is a socially responsible
The simple logic of more expendi- digm shift leads to a concept of eco- factor of economic democracy, which
ture than earnings will at some point nomic progress with a deeper under- plays an important role in regional
erupt, similar to the activation of a standing of the relationship between and local development and social co-
once dormant volcano. Even though growth, human well-being, reduction hesion. It contributes to the stability
we knew about the consequences, or elimination of inequalities, and en- and pluralism of markets, generating
we were too ignorant to take any vironmental sustainability. A new set high-quality jobs, and a better quality
measures to rectify these problems. of tools and techniques are needed to of life, by offering a framework suit-
There were many discussions about help policymakers introduce institu- ed to new forms of enterprise, work
promoting solar power, which never tional reforms to achieve a new set of and responsible consumption. Organ-
materialised due to the selfish and social and economic goals. isations within a social economy put
dubious intentions of those who are social and environmental concerns at
in power or those who are engaged in the top of their priorities instead of
the power business. The Time to Explore New profit maximisation. Working respon-
Economic Development sibly is mandatory to run our busi-
Models Successfully Applied nesses democratically and sustainably
Why do We Need a New Elsewhere with a constant concern for fairness,
Economic Approach? equality, and solidarity, building long-
It’s time to explore the new models term solutions for future generations
It is evident that the economic and that have been successful elsewhere and protecting the environment.
development theories and mod- in achieving sustainable economic
els so far have not been able to pro- development. Sustainability refers to
duce any satisfactory solutions to economic, environmental, institution-
the burning issues of people, though The Vision of the New Model
al, and social aspects of it. The con-
some countries have done better cept of sustainable economic growth The new system becomes a funda-
than others. Many have experienced is only one of the aspects of the pro- mental component of organised civ-
the political consequences that have cess of economic development. Coun- il society. Part of its responsibilities
followed a decade of economic un- tries that have concentrated on pure would be to assist public authorities
derperformance and accompanying economic growth have experienced in the implementation and evalua-
global pressure. Popular discontent imbalances, making the growth un- tion of policies that affect citizens.
with politicians in the political system sustainable. A pure market economy The system will also promote a more
has risen in many countries. Trust in does not make it possible to reach plural society with greater partici-
government institutions and advis- goals of sustainability, especially pation and a better understanding
ers on macroeconomic policy issues when it increases income disparity. of democracy. The vision of the new
has declined enormously. High levels The advantage factors may lie in geo- model is to serve the common good
of social cohesion that once existed graphic positions, in owning technol- by increasing individual and commu-
seem to be more fragmented, leading ogy, professional skills, in handling nity welfare while protecting general
to social, cultural, as well as economic exchange mechanisms at local and interests. Organisations within social
divisions. More people have started to global levels, and in the level of cultur- economies implement only sustain-
show a feeling of economic and politi- al development. able practices that are respectful of
cal disempowerment; a sense that so- the primacy of human needs and nat-
ciety has become less fair with an in-

48 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 ment practices, especially regarding
environmental issues, it can very well
be applied to agriculture, trade, con-
sumption, volunteering, politics, art,
and culture, all the way to individual
roles as parents and teachers too.

Editorial Note:

What is Glocalisation?
Glocalisation is an amalgama-
tion of the two words “Global”
and “Localization”. It is a term
used to describe a product or
service whose development and
distribution is done globally,
but after it reaches different
local markets it is tailored to
accommodate the user of that
particular local market. It is ba-
sically the adaptation of glob-
ally standard products done in
the local markets according to
ural ecosystems in the environment, local communities, and be willing to the laws, consumer preference,
empowering diverse stakeholders in assume the role of a non-profit or- customs etc.
their decision-making processes and ganisation, at times, to address those
respecting true democratic values. needs if necessary. The term Glocalisation comes
from Japanese business practic-
This will expand the potential for col-
es where it is called “Dochaku-
lective social innovation by collabo-
ka” meaning global localisation.
rating with all potential stakeholders, India’s Cooperative The term dochukuka was orig-
such as entrepreneurs, researchers, Movement, a Model to inally used for referring to the
policymakers, and citizens in the area. Reckon/Emulate adaptation of global techniques
of farming in the local condi-
The "Cooperative Movement" in India
tions. From there it was taken
has made remarkable progress, mak-
The Concept of Social as a marketing strategy adopt-
ing it the largest such movement in
Economy ed by Japanese businessmen in
the world. It plays a pivotal role in the the 1980s.
A "social economy" would consist of Indian economy, especially in the field
a diverse set of organisations, all of of agriculture, facilitating rural cred- McDonalds serves as a perfect
which would share some common it, distribution of raw materials and example to understand glocal-
features that prepare them to take on fertiliser, storage and marketing strat- isation. Over the years, McDon-
alds has made its presence in
their own challenges more efficiently egies, and even affordable housing
119 countries around the world.
than the neoclassical model. These options for farmers. The movement
The product it produces around
organisations, rooted in their local has shown that it is more effective
the world follows the same pro-
communities, will be catering more to in meeting its people-centered ob- cess and the distribution system
the needs of their employees and oth- jectives than private and state sector is almost similar throughout the
er constituents, and are less likely to organisations. This is a perfect exam- world but when it comes to the
move out in search of cheaper labour ple to show the meaning of the phrase menu, it changes from country
or liberalised environmental policies. "glocalisation", that is to "Think glob- to country.
They will also make a genuine effort ally, Act locally." Though the phrase
to identify the emerging needs of the usually refers to sustainable develop-

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 49
50 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
T
oday one year and four ade and not allow populism to roost.
months have gone from It was Albert Einstein who is attrib-
the decade the man (no uted with the above quote, and you
need to get excited over can see the lives of Galileo to Charles
the use of the word ‘man’ Darwin to understand the meaning.
as this means manus – human!) has Yet some ventured out irrespective of
to ensure what we do is alright and consequences in standing up to what
in line with scientific reasoning. The is right. We are what we are today
virus consumed 2021 while ensuring because quite a few pursued what is
that we think and act with COVID in right and enabled transformations to
mind than the survival of the planet. take place subsequently. Fortunate-
Sadly, the saga of the virus is still not ly, the society still has many num-
over. We speak of the need to take bers with enough guts and strength
precautions over the mutations, and to believe and behave in this fashion.
had taken action not exactly in line Their journeys are usually lonely en-
with caution. However, evolutionary deavours.
biologists may actually say and indi-
cate to us not to worry, and as such we Hence, the title of a popular statement
may have inadvertently acted as per and the value of it is well known but
the scientific order! 2020/21 will go least practised as we bathe in pop-
down in our annals as a period where ulism as the way to go. We all are
science was uppermost in many a aware of the strength of adhering to
mind, and those who heed not have value principles, and walking the talk
caused much misery to their citizens. with bold vision statements as the way
Unfortunately for Sri Lanka lack of to go in transforming countries. Bold
dollars has become even more worry- statements usually had been support-
ing than the virus. Time is not giving ed with scientific and technological
us a respite to do right things. behaviour in allowing the vision to be
realised. A number of such examples
are available, and they should be typ-
The Need to Embrace More ical lessons in leadership. The period
Scientific Thinking and definitely demands a plenty of scien-
Reasoning tific acumen in each and every coun-
try, and that is what is worrying. We
It is important to mention that you
are simply not demonstrating as our
must embrace much more scientific
talent is in transit from an early time –
thinking and reasoning in this dec-
just look at a Sunday newspaper edu-

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 51
cation supplement and you will know ty is taking as a result of such behav- clear. We just do not walk but have the
what I meant here. iour. Already the nation is low in rank- ability to run! We just are not demon-
ings in the league of nations when it strating the ability to create the road
comes to intelligent quotient, innova- in the first place and then run. Within
Seeking Popularity through tion and competitiveness. In nutrition the country the roads are not exactly
Unfair/Foul Means too the assessment of the children is present. We only are aware of road-
extremely poor; not a statistic that we blocks. Hurdles are just too much, and
It is equally interesting to see the na-
should be complacent or underesti- a much easier solution is to say good
tional honours list coming out of the
mating in action. buy, move out and perform elsewhere.
United Kingdom, and see the names
We excel outside. Those who cannot
of former Sri Lankans been acknowl-
find their way outside lacking any
edged for the services to the nation
Our Issue: Not helpful attributes, find their way up
i.e. the UK. The UK honours list usu-
Demonstrating the Ability to through inside the system quite easi-
ally covers a broad range of individu-
Create the Road ly and conveniently and the mantra is
als from a wide range of professional
simple – ensure that you understand
backgrounds demonstrating the dy- In an era of knowledge economies
what is popular! Now we know that
namics of the society. In Sri Lanka it with innovation as the key driver we
results come only by doing the right
is almost impossible to see this situa- have to factor in this line of thinking.
things. Such scenarios may mean that
tion. This has led to some seeking rec- Not being the Sahel or anywhere clos-
meritocracy is absent by and large.
ognition through different means. In- er to that we do have the ability and the
stead of scientific judgment in support potential. We always see the power of
of progress, using titles to say popular Sri Lankans once they are outside Sri
Scientific Reasoning Appears
statements could be witnessed. You Lanka. It is useless simply to allocate
to have Gone Off Road!
can guarantee that a plethora of jour- space in newspapers and gloat over
nalists surround you on such times, the fact. The question to be asked is Sri Lanka has to understand and put
and you have prime time at your dis- why with a greater concentration that into practice science. We have had
posal if you play alone. What we fail to cannot happen within. The answer so many situations where the unsci-
realise is the dangerous fall the socie- is we have no issue once the road is entific reasoning and approach had

52 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
been glaringly obvious though any this negative situation creates an easi- for science is to rule. The days ahead
lessons had been learnt is an open ly pushover group for wrong facts and would be quite interesting indeed.
question, even at the risk of being un- statements. In an era of fake news,
popular! The following comes to my fertile grounds are readily being pre-
mind – Rathupaswela, asbestos and pared.
tea, Google project loon (internet bal-
loon), plastic banning, paddy crisis,
plastic crates in food transport, CKDu Scientific Community should
and glyphosate, milk, milk powder Rise to be Influencers!
and DCD, waste incineration, disas-
There is no question for the emerg-
ter response mechanisms, pollution
ing challenges, society needs differ-
attributed to industries (eg Sulphu-
ent solutions. Even with so much ad-
ric acid plant), GMO debate, burying
versity the remaining few still have
vs cremating, COVID paniya (COVID
to stick to the right course of action.
syrup) etc etc. The list goes on and
What does the society need; what are
on and each example has had serious
the important desirable outcomes,
negative impacts. Now if you exam-
and how could the scientific commu-
ine each of these incidents they have
nity build partnerships with others to
taken a fair amount of time and atten-
make the future happen as required?!
tion, and had even cost lives. Consider
Definitely these are not questions
the discourse during the period, and
having straightforward answers – in
what one observes is that the dis-
innovation parlance we may even call
cussions get polarised over political
these as wicked problems – but rele-
ideologies, business considerations,
vant questions, nevertheless. Scientif-
local vs foreign, west vs east, national
ic and technical community must be
vs multi-national, religion vs religion,
able to offer rational answers if the
and hardly along the real issue at the
community is to be taken seriously
center.
by decision makers and key opinion
formers. May be in this era of social
media, scientific community should
A Country with Almost Zero
rise to be influencers! As we know
Facilities for STEM Informal
who are today’s influencers especial-
Education
ly in our society you understand the
As there is no way of pushing science challenge in store. Still there is no op-
across each and every person – while tion, and I am afraid if you are sincere
the USA was the first country to land to the task, as popularity should not
people on the moon the country still be your goal.
boast of believers of a flat earth! It
must be stated that there really is no
need for everyone to be a scientist ei- Alas! If Ignorance or Lack of
ther. An issue for us is the poor STEM Care for Science is to Rule
(Science, Technology, Engineering
We know the decade is challenging
and Mathematics) education levels
even without any mutant rampant vi-
and student participation in STEM ar-
rus. Only the situation has being com-
eas. We stand today as one country,
pounded! Living in a decade where
with almost zero facilities for STEM
the end may see the machine beating
informal education. This significantly
brain, and also having to ensure action
feeds to a growth of numbers who are
to bring rise of temperatures down it
unable to comprehend the value and
is worrying to visualise our place in
the importance of science. As democ-
the world if ignorance or lack of care
racy is just a showcase of numbers

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 53
 If Corporate Philanthropy (CP) is
the act of an enterprise/institu-
tion promoting the welfare of the
broader society through numerous
measures of providing assistance
to ameliorate the prevailing
conditions, Corporate Social Re-
sponsibility (CSR) has now been
developed to be the best means of
realising the objectives of CP.

In these endeavours corporates

specialising in their particular
products or services make use
of their endowments extend
their helping hand through their
strengths and specialties to assist
either the society at large or a
selected group.

The Postgraduate Institute of

Management (PIM), being the
country’s premier institute of Driving change -PIM CSR els of productivity. It is evident from
higher education, has therefore, in Journey several studies that rural schools fre-

S
recent years presumed the role of quently face a number of challenges
extending its act as a responsible upreme concern for rais- compared to urban schools in terms
corporate citizen by initiating ing educational quality of resources as well as productivity.
a new trend by launching CSR has caught the attention of It is hardly visible the efforts of policy
projects through the Institute’s the public in recent years, makers towards breaking the gap of
students as a potential obligation and resultantly there is a quality of urban and rural school ed-
of their final stage of the Master growing concern as to how well our ucation and aligning finance systems
of Business Administration(MBA) school-based educational systems are with accomplishing educational goals.
programme. Unfolded in the next performing, and how effectively the
few pages is the most recent budgetary allocations are being spent.
CSR project undertaken by two It is a highly visible debate whether PIM’s CSR Initiatives
of the Institute’s final year MBA students get the value from the high
students. education expenditure of the nation, The Postgraduate Institute of Man-
and whether funds or facilities mat- agement(PIM) is renowned for its
Their focus was to enhance ter in determining the productivity of CSR initiatives, which are directly
productivity of the Bapa/Mathu/ the education systems in our schools. linked to the United Nations' Sus-
Sri Chandawimala Primary School, These debates have pushed the ques- tainable Development Goals (SDG).
located on the Pimbura-Agala- tion of productivity in our schools to Through multiple tasks carried out as
watte Road, in Mathugama. This the forefront of the educational policy, part of these initiatives, the activities
school or any school for that mat- and how wisely the budgetary alloca- aimed at improving the productivity
ter is the focal point of children’s tions should be spent. of rural schools both directly and in-
education in the locality. directly contribute to the promotion
Especially rural education in Sri Lanka of good health and well-being of the
is an area that is being much empha- rural community. The introduction of
sised mainly due to its prevailing lev- a framework for the school sector by

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 55
the National Productivity Secretariat The PIM-sponsored schools are ex- During our initial visits to the school,
(NPS) has enabled the PIM's efforts to pected to achieve a score of over 850, it was obvious from the outset that the
be more structured within a specific to qualify them for the National Pro- school needed financial assistance to
framework, and to monitor the effi- ductivity Awards. maintain the existing resources, and
cacy of the efforts against the desired that there were circumstances where
objectives. The productivity improve- even the existing resources were not
ment efforts will directly have links Transforming Sri being used to their full potential. The
with improving performance of the Chandawimala Primary project's major goal was to increase
schools and implementing sustaina- School to a Child Friendly the school's performance by focusing
ble practices. These reforming efforts School on eight different components that
establish desirable characteristics are directly related to its productivity.
Bapa / Mathu / Sri Chandawima-
that can be nurtured.
la Primary School is located in the
Mathugama area in between the Pim-
Promotion of Productivity
bura - Agalawatta Road. It was estab-
National Productivity and Leadership Qualities
lished in 1931, and presently it has
Framework
around 184 students, from grades 1 One of the key aspects of school pro-
The National Productivity Secretariat to 5. The teaching staff comprises of 8 ductivity is leadership. The primary
was established with the purpose of members including the principal who goal of school leadership is to im-
enhancing and promoting productivi- is a university graduate. The teaching prove student learning outcomes as
ty within Sri Lanka, under the Ministry staff consists of 3 graduates and fur- well as their overall development and
of Skills Development, Employment, ther 3 graduates have been allocated growth. Effective communication of
and Labour Relations, by introducing from the graduate trainee scheme of the school's Vision, Mission, and Value
National Productivity Policy to public the government, in addition to the ex- statements is one of the most impor-
and private sector organisations in isting staff. tant aspects of school leadership. In
year 2002. Under the direction of the
Ministry of Skills Development, Em-
ployment, and Labour Relations, the
National Productivity Secretariat will
announce the National Productivity
Awards Competition in accordance
with the most recent international
assessment criteria, and assess the
schools through a technically struc-
tured evaluation procedure. The ma-
jor goal of the award is to evaluate the
schools against excellence of accom-
plishing organisational goals while
employing limited resources with op-
timum efficiency and effectiveness.

The NPS productivity framework

consists of eight components against
which the schools are assessed, and
these include leadership, physical
environment and resource manage-
ment, effective management of school
syllabus and co-curricular activities,
awareness and usage of productivity
concepts, promoting creativity and
innovation, student welfare, school
community and productivity results.

56 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 Restructuring the school garden.

the classrooms to be seen by every-

one.
The school’s Vision and Mission is being
displayed prominently in the premises.
The overall concept of education com-
prises of a comprehensive repertoire
this context, Sri Chandawimala School
of activities and objectives. Hence, it is
re-examined its vision, mission, and
more than just teaching curriculums
value statements, and re-displayed
and ensuring – assessing students'
them in a more effective and promi-
academic achievement. It is also in-
nent manner within the school prem-
directly linked to establishing a safe,
ises.
accommodating and corroborative
rapport with school-based commu-
A productivity unit was established
nities in the locality that promote its
with a team that will be responsible
well-being and learning.
for improving productivity within
the school premises in order to pro-
mote a productivity culture. Several
Safety – An Initial Activity to
initiatives were undertaken to raise
Encounter the Terrain of the
the awareness levels of productivity
School Premises
through concepts such as 5S, within
the school community. Posters, no- The school is located in a hilly – une-
tice boards, and wall paintings related ven physical terrain. Hence, as there
to this initiative were displayed on a was an evident risk of student safety
visible manner on the outside walls of within the slopy areas, a safety net

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 57
 and communities to help with the im-
plementation of 5S within the school.
It is said that “5S is the art of throwing
things away”. Thus the first stage of
5S, namely, removing unwanted items,
was successfully implemented while
raising awareness of the basic prin-
ciples of 5S. As a first move towards
improving efficiency, a school name
board was installed near the closest
major road junction. Direction boards
were also installed, along with name
boards for teachers and places. A site
– direction map was installed near the
entrance to help people make their
way around the school. Tiger mark-
ings were also applied in the appro-

Systematising the premises and promoting

productivity through 5S.

priate sections of the school premises.

First-aid boxes were installed in all
the classroom and also the staff area.
Creating a safer and protective environment.

Display of National
Educational Goals and
was installed between the first and "Mulika Nipunatha" Basic
second buildings to assure safety Competencies
within the school property. Further-
more, a hand-railing was installed in National educational goals and "Mu-
the main staircase, and positive think- lika Nipunatha" basic competencies
ing and value boards were hung in the were exhibited near the staff area to
hand-railing to inculcate good values expedite the accomplishment of edu-
among the students. cational goals and implant those goals
within the school community.

A BIG SEIRI DAY – The Initial

Step in a 5S Movement Furtherance of Education
Goals by Helping
5S is the precursor to any Produc- Scholarship-Students
tivity Movement in an organisation.
Therefore, a BIG SEIRI DAY was or- Furthermore, a mock exam was held
ganised with the support of parents to assists scholarship students, and
examination hints were reviewed

58 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 students to think afresh, and proceed
towards creative and inventive think-
ing.

A unique workshop was also held for

students in grades 3, 4, and 5 in order
to develop creative-inventive think-
ing. Several Kaizen projects were

Changing everything that needs change to

bring a new look and an inspiring surrounding.

as well as to assign each student a

unique number that will be used as
his/her unique identifier throughout
the year.

KAIZEN PROJECTS for continuous improvement

of facilities.
Student Welfare
"Daye Daruwo" (The Nation’s Chil-
dren) is a special scholarship initia-
tive that commenced, in which 19 stu-
with the assistance of a resource per- dents were granted financial support
son. Additional sessions were con- for a minimum of one year by volun-
ducted for needy students who re- teer sponsors. This initiative ensured
quired extra assistance to succeed at that every child had equal access to
the scholarship examinations. education while also minimising bar-
riers to education. Furthermore, all
students were given books that were
Implementation of Kaizen sponsored by a local businessman.
Projects These moves, indeed helped the stu-
dents immensely to further their ed-
KAIZEN is a Japanese term that means
ucational pursuit with minimum ob-
"changing for good”. If we are to elab-
stacles.
orate it Kaizen promotes ‘continual
improvement’. This principle can be
implemented as a result of various One of the most pitiable areas in this
applied in a variety of ways in the
suggestions provided by parents and school is a lack of knowledge in in-
school.
students. One proposal was to make formation technology. (IT). Towards
a "yathuru puwaruwa" a key board helping in this move the discarded/
Basically any promotion of a Kaizen
for the office because it takes time to condemned computers were repaired,
movement commences with making
find the school's keys. Another initia- and a dedicated. An IT room was con-
people to think ‘out of the box’. Hence,
tive was to designate separate spaces structed to help students increase
Kaizen suggestion boxes were placed
for hanging bags and water bottles, their technical and inventive exper-
to collect ideas and also to encourage

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 59
 A Change in their attire to make them proud of themselves.

Appreciation by rewarding of achievements.

tise. Furthermore, a dedicated staff

member was appointed as a resource
person to train and guide pupils on in-
formation technology. Furthermore, a
smart projector was donated to help
students with the teaching-learning
process, and to provide access to in-
novative education and knowledge
sharing.

Link with the community

Schools being an integral component
of the larger society they do not exist
in vacuums. They are part and par-
cel of the communities in which they
function. Therefore, establishing a
strong link between the school and
the community, for certain, contrib-

60 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 who undertook the field projects
strongly support, inter alia, that (a) a
welfare-recipient mentality governs
rural communities, (b) religious lead-
ers play a catalyst role in community
crisis, (c) community bonds and caste
can harm cooperative efforts, (d) cul-
tural support for group work is very
low, and (e) the public institutional
system is rather inward-looking.’

PIM’s Learning-School
Centred CSR projects
Cleansing and beautifying the environment through team-work and linking with the community.
The recent CSR projects undertaken
utes to the creation of a productive strong bond with the temple. As re- by the PIM’s student community have
learning environment. Consequently, vealed during a discussion with the been mainly Learning-School Centred
a dengue prevention walk and envi- temple's chief incumbent, a steel cup- CSR projects, as it has become pretty
ronmental clean-up event were ar- board was donated to the temple with obvious that education in rural areas
ranged with the help of the school's the help of donors. This was consid- is extremely handicapped due to nu-
students and teachers. The walk's tar- ered an urgent necessity for the pres- merous reasons, the main reasons
get was a water stream (Labu Dola) ervation of temple’s documents. being the lack of facilities and the
one kilometre away from the school. absence of a system to marshal the
resources of the village community.
PIM’s CSR Journey Towards The PIM’s Unique History of It is this lacuna the PIM is striving to
Social Upliftment Confronting and Overcoming fill through CSR projects, as described
Challenging Situations in this article. The basic in these en-
A significant outcome of the aforesaid deavours is the fact that these youth
In the major catastrophe and the hav-
activities/initiatives was the success- are the ‘future of the country’. (Prof.
oc that resulted from the Tsunami
fully launched Dengue-prevention Gunapala Nanayakkara, Tsunami
inroad, the PIM was one of the few
campaign. It, in fact, earned the ap- Challenged: PIM’s Response in Action,
organisations that volunteered/came
preciation of the entire community, SLJM, Volume 11, Nos 3 & 4, Volume
forward with a creative programme of
as Dengue has been raising its ‘ug- 12, Numbers 1 & 2)
action to ameliorate the conditions of
ly-head’ periodically after spells of
those affected, at least to some extent.
rain. To minimise the impact of this
hazard, as an initial step, Dengue
In fact, the PIM’s response to the Tsu-
prevention posters were exhibited/
nami destruction ‘contained multifac-
displayed along the Agalawaththa-Ba-
eted projects of complex dimensions
duraliya road. All polythene bags and
ranging from recovery management,
wrappers, plastic bottles and oth-
human settlement and business de-
er discarded items and throwaways
velopment to pre-school education,
alongside the walking path were
skills development of affected chil-
gathered and destroyed at the same
dren and social rehabilitation. The
time.
experiment carried out over three
years, with a financial budget of Rs.
Establishing a Strategic 110 million, resulted in discovering
Tri-Alliance by Linking the new frontiers of management knowl-
School – the Community and edge, pedagogy and andragogy, both
the Village Temple tacit and explicit. The rich data and
The school is adjacent to the village experiences documented in the MBA/
temple, and the community has a MPA skills projects by student groups

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 61
An Unpredictable - Unique fast. Dollars too appeared to move Fragile Logistics of Food
Experience freely in external acquisitions from Production – An Un-erasable

W
these top corporates, the state in its Picture
e are experienc- quest for dollars are keen to reward
ing a scenario so with extra Rs 2 for every dollar for Another picture has been firm-
exceptional even those who are sending as inward re- ly planted in our minds through all
astrologers have mittances, the blood and sweat reve- these waves. A picture that has tor-
resigned to their nue. We are sure the Corporates too mented us for as long as we can im-
fate. Forex supply chain has virtually would indicate that theirs too are just agine. The plight of vegetables, fruits
dried up placing the country in seri- rewards for all the extreme risks they and the farmers. The first lock down
ous jeopardy. Money supply chain is are taking, and as such it is perfectly demonstrated the fragile logistics
just one chain in many. justifiable. Yet one cannot deny the of food produce. The long queues of
fact that the sentiments expressed tractors and lorries loaded with pro-
We have come to this situation pass- in co-sharing of economic success is duce, packed roads on the one side,
ing about 4 waves of the virus. The just illusory. Rupee freefall has been and consumers who were not getting
corporates right now are not happy, arrested with dictums than by the any of those or if at all at high costs.
and they just cannot be. One corpo- market, and presses may have print- What have we done to address this
rate head has mentioned that the ed more notes than newspapers these perennial problem? Countries that
prosperity of corporates and the na- days. Obviously while Corporates are doing well solved this basic issue
tion is intertwined. And that as the have beaten the epidemic, the Nation a long time back. We have endured
only learning in the achievement of seemingly has succumbed. The inter- losses amounting to billions, and have
sustainable growth. However, head- esting connection is economics and also kept the per capita expenditure
lines in the financial press just before epidemiology, but a situation of not on foods high, thus depriving sur-
this current development only spoke learning from one another, but what plus cash to do many other things. It
of corporate wellness and those well- should be heeded first. is clearly quite evident that we have
ness statements came in thick and an issue with logistics. Why we have

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 63
failed for so long is not clear. Are we they produce to every nook and cor- of rapid transmission. In the first
to think that this is seriously a chal- ner of the world and products had to SARS endemic, which was the first,
lenging task? From tomatoes to pad- move. An additional factor with COV- such incident under globalised con-
dy, we see the failures in movement. ID-19 was the ability of humans to ditions, there was clear demonstra-
Here an interesting thought crosses support the virus movement without tion of the role of logistic services in
our minds. Some thing as small and showing any symptoms. With the in- spreading the disease. The first SARS
invisible as the virus literally has crease in air traffic, and the situation showcased a classic case study of one
managed to cross all nooks and cor- of asymptotic transfer of virus enable flight from Beijing to Hong Kong as a
ners of the mighty planet in double express exchange of viral loads from super spreader incident.
quick time. No novel modes of trans- Wuhan to the world. Thereafter, the
port were necessary, as essentially it last mile delivery took place silently
is we ourselves who supported the and without been seen. When ICU ca- Elements in a Well Executed
virus to travel. Can we learn some- pacity is tested you know the goods in Logistical System
thing from the movement of the virus plenty had arrived.
Simply, logistics is storage and trans-
to solve this perennial problem? Viral
port. There are 9 elements identified
logistics is the answer!
in a well-executed logistics system;
The Role of Logistic Services
(i) right product, (ii) right source,
in Spreading the Disease
(iii) right place, (iv) right customer,
Viral Logistics – The Answer
From the understanding of the pres- (v) right time, (vi) right quantity, (vii)
It is instructive to understand how the ence of a novel virus in causing an right quality, (viii) right price, and (ix)
virus spread was facilitated by logis- atypical pneumonia in a cluster of right way. Failure of any one of these
tics. The virus has a propensity to patients in Wuhan China it took only elements, can cripple the movement
move and seek places of refuge to in- about three months to get WHO to and would definitely lead to disap-
vade, grow and prosper. Wuhan was declare this as a Pandemic. COVID-19 pointment. There are quite a few ele-
the epicenter of this global pandemic! as the disease was known and the ments one can identify for viral trans-
When SARS broke out in 2001, the virus having termed as SARS-Cov-2 port or viral transmission - Fomite
movements had not been as signifi- traversed the world in double quick transfer, Droplet transmission, Virus
cant as in 2020. The growth in flights time infecting and killing. Also there shedding, Virus loading, Virus inac-
had been in excess of six times. Wu- were plenty of situations where in- tivation, Reproduction number (R0),
han and the Hubei province in 2020 fected did not show any symptoms Host Plasticity, Epid model, track-
had become a manufacturing hub not nor suffered from any consequences. ing, tracing, pandemic speed, Infec-
just for China. When China produces, However they were the main enablers tion (cases), hospitalisations, deaths.

64 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
Again with the virus, any interruption adding to gross inefficiency and price viruses. Hence, if done properly, viral
as an interception would mean stop- spikes. Virus in its infection under- logistics could be better than its bio-
page. When the virus from one per- stands quite well how to take over a logical equivalent in the information
son infects another, the intermediate cell of a host. Outside the functional pathway. It is interesting to consid-
transfer mechanism is logistics. R0 pathways, no disease transmission er the movement of the virus to the
really indicates the effectiveness of is possible. Unless the appropriate movement of a tomato from Matale or
spread with multiple pathways – an logistic mechanism is created, goods paddy from Polonnaruwa. While we
effective hub and spoke mechanism. too would perish and from the first calculate viral loads and receives an
If one can identify a logistic strategy wave to the fourth wave this has been idea with PCRs we are quite clueless
to mimic R0 the coverage of a region well demonstrated. Stopping virus about the production and the quanti-
should be easily understood. Infec- transmission is not complex; social ty stored and where. The issue is also
tion represents delivery of a good and distancing, hand washing and appro- at the heart of the source. What one
the death represents exhaustion of priate protective masks. Sanitising needs to understand are the condi-
the goods and or the service. Under implies disposing goods post write off tions for efficient and effective trans-
proper conditions of management we or wastage. mission and relating with transport
have to understand that represents and delivery.
the end game of the virus. Logistic
model is possible to be compared to Post-harvest Losses
an epid-model in viewing the spread Farm to Mouth - Akin to
In Sri Lanka we lose more than 30%
through the community as the spread Cough to Lung
of vegetables and 50% of fruits and
of goods and services on real time;
a significant amount in other food The farm to mouth is akin to cough to
both the spatial and the temporal dis-
categories as post-harvest losses. lung. A virus going viral indicates ex-
tribution can be mapped. For a plan-
The goods to move well for perfect cellent spread, though the result is se-
ner those are the precise information
distribution, an effective distribu- rious and negative. However, the viral
that is required. One can simulate and
tion network should be in place. The nature suggests well supported trans-
work towards an island wide cover-
transportation network should be mission. Thus when logistics goes vi-
age. There is no need to be limited
planned to ensure the movement and ral, it means one no longer need not
to an island anyway. Unlike with the
the sustaining quality is equivalent to worry over the availability of goods
virus, where the expectation is to stop
ensuring duration of infection. In the and services. It’s presence when and
the spread, the logistic service expec-
absence of cold storage facilities the where it is needed only to be expect-
tation is the sustainability of the ac-
goods will perish like the virus too. ed. Mimicking from an epidemiology
ceptable level of service at all times.
Fomite transfers to be effective – with model, logistics could be made per-
A multi-modal hub and warehouses
an infection – one cannot entertain fect.
are elements that support R0. The
extensive storage times. Quality like
spread resembles a hub and spoke
the virus dies within.
model in logistics!

Lessons to be Learnt from

Dambulla Economic
Viral Logistics Editorial Comment:
Zone – Intervention of
Intermediaries There are many lessons that one can
This is a well-crafted piece of
learn from viral logistics although
An examination of the Dambulla eco- writing proving how sarcasm
virus spread is inversely proportion-
nomic zone clearly indicates non-val- could be used for conveying
al to logistics effectiveness in a pos-
ue adding yet disruptive steps. Farm- facts and information. What
itive sense.! Tracking and tracing is
ers bring their produce and instead needs to be said is not direct-
critical to provide the visibility and
of direct exchanges, intermediaries ly conveyed. Hence, the style
transparency to logistics as well as
rule the space – the ‘nadi’ system. of writing adopted in the ar-
to prevent the virus spread, and also
The transactions therein seriously ticle brings amusement and
ensuring quality transfers. This as-
affect farmers and in a logistic sense wit together, and the reader
pect of information transfer could be
no movement effectively takes place. needs to read it between the
actually done with todays technology
The monetary transaction is only lines.
better than the biological path with

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 65
A
critical issue which has An advantage of the new technologies a mobile phone which equips them
dominated the global is that it is now possible to reach a with some measure of digital literacy,
agenda since Novem- wider audience dispersed across the but the tiny screen and small letters
ber 2019 has been the globe. However, it is contended that make it difficult to read the content
COVID-19 pandemic. virtual leaning is not as efficacious as that appears in a power-point pres-
The dreaded virus has not been erad- the traditional in-class learning which entation, while the ability to follow
icated, and keeps appearing in new enabled students to raise questions complex statistical and mathematical
and more virulent forms. Economi- and obtain an immediate feed-back computations is impossible. The lack
cally advanced as well as developing from the teacher. It lacks the normal of technical devices has given rise to
countries are experiencing the devas- two-way communication-process. a digital divide between the ‘haves
tating effects of the pandemic which There is an opportunity to raise more and the have nots’. This is an outcome
has affected the economic as well as questions than what is possible in on- of the inequitable distribution of the
the social and cultural lives of people. line learning. Further, the students nation’s income and wealth, and it sig-
One of the worst hit sectors has been learn in a community and not in iso- nifies a wider socio- economic issue
education. Frequent lockdowns and lation, and there is greater scope for that needs to be addressed separately.
restrictions imposed on social gath- interaction, sharing of experiences
erings have affected every stage of and socialisation. A less emphasised
the education-cycle from primary to point is that online learning provides Focus on Students Enrolled
tertiary level. Confronted by the first less satisfaction to both the learner on Postgraduate Degree
wave of the COVID-19 pandemic Sri and the teacher since the intensity of Programmes
Lanka enforced a complete shutdown involvement of the two parties is less.
The focus of this article is on students
of all educational institutions from The challenge, therefore, is to devise
who have been enrolled on one of
mid-March 2020. However, the over- strategies to enhance the effective-
the many postgraduate degree pro-
arching goal was to ensure that there ness of virtual learning in the context
grammes offered by the Postgraduate
was no shutdown of education. This of the pandemic.
Institute of Management (PIM) viz.
would have blunted the mental skills
the Ph.D, MBA, MPA, MBA (Taxation),
of students and impeded continuous
and MBA (Customs & International
skill development. Virtual learning Participants’ Profile
Trade). The PIM also offers its MBA
emerged as the best alternative for
The profile of students who are in degree programme international-
achieving continuous education.
school or even of undergraduates who ly, and has study groups based in six
are now compelled to learn on- line is overseas locations viz. Dubai, Qatar,
different from those who are pursu- Oman Kuwait, Bangladesh, and Bah-
Virtual Learning
ing postgraduate degrees. The former rain. They are employed, and possess
In the context of the prolonged pan- groups face certain difficulties which laptop computers and mobile phones.
demic several virtual learning plat- are almost insurmountable. Most Their computer literacy is satisfacto-
forms have been developed to achieve undergraduates do not own comput- ry. The real challenge is to make the
the effective transfer of knowledge, ers and their level of IT literacy is process of knowledge transfer effec-
the most widely used one being Zoom. low. However, most of them possess tive while ensuring that there is no

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 67
dilution of quality across the different this purpose, the relevant study ma- Second, the lecturer in charge of the
study programmes. However, on-line terials were sent to participants four course needed the assistance of a
learning is hampered by frequent weeks before the commencement of person in the non- academic cate-
power outages that occur in Sri Lanka. the course. Three study centres were gory proficient in IT to serve as host
The failure of successive governments set up in Jaffna, Vavuniya, and Trinco- to manage the technology. They too
to provide a stable and uninterrupt- malee for participants to assemble for were trained by the IT department.
ed power supply, which is an integral their learning session. The assistance
part of infrastructure development, of the Mobitel Company was obtained Third, with regard to the non-academ-
acts as a binding constraint on all to set up the M-Learning platform. ic staff, instruction classes were held
activities including education from The facility for video conferencing to educate them on aspects such as
school to tertiary level. was also made available for student
i) How to host and facilitate faculty
interaction with the respective lectur-
for on-line sessions using video
ers.
conference software, and
Programme Delivery
Through Virtual Learning ii) How to upload video recordings
The Complexity of the to the Learning Management Sys-
This article focuses especially on the
Challenges and the Pivotal tem so that students could access
Institute’s MBA degree which is re-
Role of the IT Division them after the actual sessions.
garded as its flagship programme.
Some preliminary steps which pre- With the outbreak of the COVID-19 Fourth, investments had to be made
date the COVID-19 pandemic had al- pandemic the challenge of conducting to acquire the needed technology. The
ready been taken by the Institute to- all study programmes on-line includ- IT department has been continuously
wards distance education and online ing the overseas ones was expected to upgrading the hardware and software
learning which deserve mention. be much more complex. The M- Learn- which is a costly but a necessary ex-
ing platform was inadequate for this penditure.
First, was the setting up of the Prajna purpose. The sudden transition to vir-
learning portal in the year 2016. The tual learning using zoom technology Fifth, the infrastructure facilities had
need for a learning portal was seen by helped the PIM to meet this challenge. to be in place for online learning facil-
the Director, PIM, and all practical as- The preparatory work which went itation.
pects were handled by the Head of the into this exercise merits description.
IT Department. It enabled the faculty Finally, monthly faculty meetings
to upload all teaching materials rele- First, with a clear appreciation of the which were essentially focused on the
vant to a course, and provide clarifica- goal to be achieved, the faculty had progress of e- learning, were conduct-
tion to issues raised by students. They to be made knowledgeable about the ed using zoom.
were required to upload their assign- operating procedures involved in the
ments to the portal, and assessments new technology. They had to be con- The role of the PIM’s IT Centre is piv-
were provided online. versant with otal in conducting the academic and
administrative affairs of the Institute
a) How to self-record lectures using
Second, the IT Department helped re- and successfully managing the change
zoom software so that the record-
solve a unique problem that arose in process.
ed videos could be uploaded in
2018 with regard to the PIM’s MPA
the Learning Management Sys-
programme which had around 100 The courses that are taught in the
tem.
registered participants. The special MBA programme can be categorised
context was that this programme b) How to set up the hardware (com- as those which are predominantly de-
had to cater not only to participants puter, microphone, webcam etc.), scriptive (e.g. Marketing and Econom-
based in Colombo (who had no prob- and software for online teaching ics) and those that involve statistical
lem in physically attending the week- with facilities such as screen shar- data and computation (e.g. Account-
end classes), but the large number of ing, on line quizzes, and ancy and Financial Management).
senior public servants based in the The ensuing section shares the PIM’ s
North and the East who could not be c) The nature of on- line examina-
experience with regard to making the
away from their work stations to at- tions sans supervision and their
teaching/learning process effective in
tend the classes held in Colombo. For limitations. The IT Department
the above cases.
played a key role in this exercise.

68 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
Subjects Involving Statistical unit in Strategic Financial Man- Economics – Delivery in
Data and Computation agement that is to follow. Descriptive Terms at a
b) to refrain from working sums that Measured Pace
Managerial Finance is a key subject in
involve lengthy calculations as the
the MBA curriculum recognising the Economics is a foundation subject
time for teaching gets reduced; in-
fact that Accounting is the language which has made valuable contribu-
stead more worked examples are
of business. It is the medium through tions to many disciplines such as Fi-
included in the slides or on sepa-
which business performance is meas- nance, Marketing, International Busi-
rate Excel sheets to explain tech-
ured and communicated to relevant ness and Strategic Management.
nical/calculation- oriented areas.
stakeholders. Delivery of the course
online is extremely challenging when c) to respond to questions raised Economic concepts and principles can
over 50 per cent of the participants during teaching and to questions be used to theoretically explain many
have had no exposure to account- typed by students in the chat box. phenomena that occur in the business
ing. The course draws content from d) to ask questions often from the sphere, and the course is appropri-
management accounting as well as class and even individually to ately titled as Economic Analysis for
financial accounting, and involves a evaluate the quality of the an- Business emphasising its application
heavy load of practical work. At the swers and also secure greater stu- aspect. The course can be delivered in
commencement of the course, par- dent engagement. descriptive terms or with heavy use
ticipants are briefed on the challenge e) to set questions for students to of mathematics. The approach chosen
confronting them, and are strongly answer on their own; worked an- is the former. In addition to the study
advised to follow all sessions. In cases swers are provided later so that materials uploaded to the learning
where a participant foresees his/her students can check for themselves portal, the slides incorporate lucid
inability to attend a class, the option their level of understanding. explanations of important concepts,
is available to attend the repeat class f) to encourage students to clarify graphs, statistical tables and interpre-
during the week. Specific measures any doubts through email with tations. The lecture is delivered at a
adopted to enhance the effectiveness an assurance that replies would measured pace, and participants are
of online delivery of the course could be given within 24 hours. The fact free to raise questions while the lec-
be listed as that a success rate of over 95% ture is in progress, and also display
has been recorded in the course questions in the chat box seeking clar-
a) to carefully explain concepts as
comes as comforting news to par- ification. The same content is provid-
the knowledge imparted in the
ticipants. ed to student groups based overseas.
course is relevant for the course

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 69
Business Communication – b) supported by management videos. Room to Zoom”. The model where
Tactical Measures Adopted In general, learners have not en- students have some in-person time
countered difficulties in under- and some online time is a useful one.
Business Communication is an im- standing the concepts and princi- Literature documents several creative
portant course aimed at improving ples of management. formats such as the flipped model, the
communication skills, both oral and dual delivery model and the HyFlex
written including presentation skills. model which contribute to dynam-
While technical competency is impor- Entrepreneurship – Zoom ic engagement and facilitate prob-
tant, it is technical skills coupled with Delivery Diminishes the lem-solving.
persuasive and impactful communica- Inspirational Aspect
tion skills that would help the young
manager progress in the organisation. Entrepreneurship is a core course in
Zoom Rooms to Get
In order to make the Zoom sessions the MBA curriculum and the challenge
Intuitive Hybrid Classroom
effective, several tactical measures is to conduct the course on zoom with
Experience
are adopted viz. equal effectiveness. The PIM takes
pride in the fact that around 20% of Taking knowledge sharing to the next
a) participants, wherever they are
the students, many of them a with a level at the PIM may be achieved by
based, are required to open their
promising future in the corporate investing in some advanced technol-
cameras and the instructor too
sector, ultimately end up becoming ogies such as Zoom Rooms, but at a
opens his camera thus facilitating
entrepreneurs. A decisive factor that cost. Zoom Rooms help create an in-
a virtually interacting session
has contributed to this outcome is tuitive hybrid classroom experience.
b) the contents are shared among that participants had the opportunity With integrated audio, video, and
participants by sharing the of listening to the life stories of well- wireless screen sharing, Zoom Rooms
scanned image of the large white- known entrepreneurs who appeared pave the way to build innovative spac-
board placed behind the instruc- before them in person to narrate their es that connect students with learn-
tor on which the instructor has life’s experiences. However, in the ing in new ways. Zoom Rooms can be
noted some key points. presentation on Zoom, the learners utilised for engaging educational sce-
c) Further, the students can also ac- could see the entrepreneur but the narios. By augmenting the experience
cess the recording of the entire inspiration derived from his address with robust hardware and features,
lecture which is uploaded to the gets substantially diminished. the education scenarios may be ele-
Learning Management System vated to a new level. In distance learn-
and the You Tube. Furthermore, a Management Case ing and hybrid designs, we see three
Study where the continuing success of different strategies for distance learn-
a company appears to be the result of ing, incorporating existing designs
Managing Organisations – the entrepreneurial drive of the CEO, and augmenting them with additional
Strategies Adopted it would involve setting up an inter- hardware as needed.
view with the CEO followed by Focus
Managing Organisations is a core Group discussions thereafter. With
course in the MBA curriculum. Plan- the pandemic and compliance with
ning, Organising, Leading, and Con- the health regulations, this would be
trolling are recognised as functions a major challenge.
which are universally performed
by managers. Principles underlying
management come in useful for sev- Knowledge Transfer from
eral other required courses such as Room to Zoom through
Marketing Management, HR Man- Creative Formats
agement, Information Management,
Strategic Financial Management, and The foregoing account described
Project Management. In delivering the some measures adopted in the imme-
course diate aftermath of the pandemic and
thereafter, to achieve greater efficacy
a) PPT slides are updated to include in the process of knowledge trans-
new knowledge, and fer and successfully transition “from

70 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
April 2022 22nd Issue The Professional Manager 71
Q: What are the Fundamen-
Unfortunately, our deficits widened
dramatically because of the sudden
Q: Policy-decisions and IMF.
tal Economic Flaws SL is Facing Whereto from Now On?
outbreak of the Coronavirus, and even
Now?
prior to that the Easter Attacks. Both
A: We are running large deficits,
A: Primarily, the fact is that we are of those events have led to a shortage
of a key component of foreign income
and thus we are currently sitting on a
running an economy with twin defi- large pile of debt. So, we are in quite
which is tourism which has led to wid-
cits. We have been running budget a distressed situation because we are
ening of this deficit significantly. So, I
deficits where our government in- unable to meet our obligations, which
think our deficit economy situation
come was lower than our government is primarily the debt repayments
became very critical, and suddenly
expenditure, and as a country, we which are due. We have to pay approx-
given the pile of debt we are sitting on,
have been running balance of pay- imately six to seven billion dollars this
it is obvious that we are facing severe
ment deficits, where our dollar earn- year alone, and after that we will have
problems with debt servicing. I would
ings is lower than our dollar expendi- to pay around five billion dollars an-
attribute the root cause of the prob-
ture. So, both of these factors together nually for the next five years.
lem to the deficits we have been run-
has forced us to borrow, as the deficit
ning, and of course, the tragic events
financing has been through borrow- Tourism was a huge deficit contrib-
that unfolded in the last few years.
ings, either government borrowings utor given what had occurred in the
However I do think that we have not
through treasury instruments, and past three years, and we are not sure
been planning properly to deal with it.
more severely sovereign borrowings when it will bounce back. But we need
through foreign currency loans. to have an immediate plan to ride out

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 73
the crisis because we are struggling those necessary reforms and move on, form of fertiliser or technology and
to even meet the day-to-day expenses on a more sustainable footing. equipment as they are essential. So,
such as funds required for fuel, gas, the biggest impact that I see is the im-
electricity, medicine among other es- pact on GDP because of these import
sentials. Q: Over-dependence on Im- restrictions, as each restriction will
ports. Are We Paying the Price bring more difficulties on the general
We are currently in a stalemate as a for That, and From Where Can public to conduct their day-to-day ac-
nation, and it is a crucial time for us We Start? tivities and businesses.
to grab onto a lifeline, and the IMF
could very well be that lifeline. The A: I agree that imports are way in So, I think the correct approach to
government has been looking for bi- excess of our exports. However, if we take is not just to curtail imports, al-
lateral and multilateral solutions to really look into the problem, it wasn’t though it is important in the short run,
overcome the current crisis, whether as bad as many painted it to be. For but to work on improving our export
that is support from India or China, example, the Sri Lankan economy was business whether that is service or
but what I think now is that we are ex- roughly averaging about $10 billion merchandise. So, we have to improve
hausting those options, and it will not in exports and $20 billion in imports, drastically on our service exports, for
be a long-term solution to the current and thus we have an approximate $10 example, I think that human capital is
economic crisis Sri Lanka is facing. billion deficit remaining. Last year the main competitive advantage that
we improved a little bit as exports Sri Lanka has rather than manufac-
As a member of the IMF, we have a brought in $12 billion but we also turing.
right to seek their support. The IMF spent around $21 billion on imports.
will of course lend the money with However, we were bridging that defi- What are the service exports that we
certain reforms being recommended cit through services like tourism and can do? Tourism is finally picking up,
as well as the government’s obliga- foreign remittances. So through tour- but I think we need to be more inno-
tion to implement certain structural ism and remittances combined we vative with things like education tour-
changes. were able to make up for that $10 ism and health tourism. I think that
billion deficit. We received approx- these are missed opportunities, so
What would those be? The funda- imately around $4 billion through this is where the right infrastructur-
mental problem is the budget deficits tourism and $6 billion in remittances al support is required. More from the
that Sri Lanka is facing, whether that from 2016 up until 2018. So, we were process side, we should also encour-
is a budgetary deficit or a Balance of meeting our import cost through our age FDIs (Foreign Direct Investment)
Payment (BOP) deficit. So, I’m sure exports whether that was merchan- more than cutting imports, because
that some of the IMF conditions will dise exports or service exports or re- so far our financing has mainly been
be attached to improving that budget mittances. However, we started to run sustained through borrowings.
deficit situation, and increasing the into problems when the larger com-
government income, which might ponent of tourism was absent for the Our mindset should definitely change
come in the form of tax increases and better part of three years, and hence, towards foreign capital, but our atti-
market determined interest rates, and we were in a precarious situation as tude towards the public sector needs
market determined exchange rates. It our Balance of Payment deficit wid- to change as well. We have been talk-
might also be more sensitive reforms ened up. ing about privatising national assets,
like state owned enterprise-restruc- but most of them in the past have
turing or in the form of privatisation So, we need to be a little more prag- been national liabilities which are ul-
and removing inefficiencies. matic and prudent when we handle timately burdening the public. So, we
our imports. However you can’t just need to improve on our processes,
However, whether the IMF tells us go on a major import reduction spree and our institutional framework. We
to do it or not, I think we are in this as well. Why? Imports reduction have to ask ourselves why FDIs are
situation because of these problems, means that someone’s livelihood is not coming to Sri Lanka? We have de-
and we need to look for those pain- being lost, and some essential items ficiencies in the legal system, deficien-
ful solutions because if we don’t do it being unavailable. For example, some cies in the processes and widespread
now, I cannot guess as to when we will of the export businesses are depend- corruption. These are huge deterrents
ever correct those mistakes. They are ent on imports, and agriculture will for investors, and they need not come
long overdue, and it is high time we do require imports whether that is in the here as there are more competitive

74 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
markets like Vietnam, Bangladesh, In- wards the end of last year, we got a lot of sales everyone’s ability to take that
dia and Indonesia. So being a smaller of investors onboard to the market, extra cost in terms of financing would
market means that we need to pro- so in terms of the impact on multiple be diminishing. So, the appetite will
vide something else as a competitive people, I think it won’t be very pleas- not be very strong for any new pro-
advantage. Sri Lanka is a great place ant. jects, but the bigger companies would
location-wise, but we need to have definitely look towards capitalising in
the right legal system, the right sup- that weak environment.
port, and business-minded approach Q: Severe Dent on Business
(avoiding red tape) to attract more Confidence. Are Businesses Still
FDIs and provide that critical institu- Trying to Raise Capital for Ex- Q: Moving into 22/23 - What
tional support to encourage FDIs. pansion? Trends in Capital Markets Can
We Expect?
A: I experienced it myself because
Q: How Have Capital Markets our company has invested through A: I think there will be some struc-
Reacted? Even the CSE Has Been our private equity fund in many busi- tural reforms which could be painful,
Down. nesses which do operate plants them- and this may come in the form of in-
selves. So one big problem is the en- terest rate revisions, floating the ex-
A: Market behaviour is largely gov- ergy crisis we are having today, when change rate, and an increase in taxa-
erned by sentiment. If you are having the plant is not working for 10-to-12 tion because the government income
a positive sentiment then the markets hours on the main grid we need to get needs to be strengthened. The result
will do well and vice versa. So, I think generator power which is extremely is that all these people will experi-
one big problem today that we have costly, and on top of that you need to ence a reduction in the disposable
in the system is that the sentiment buy the diesel to power it which is an- income and a general rise in the cost
tends to be very negative, as people other expensive endeavour. So I would of living. However, the optimism we
have no idea what is going to happen say that there is a lot of frustration in should carry into the new fiscal year
tomorrow as with extended power the system, and if you are an executive is that we hope we can find a way to
cuts productivity is severely affected. or an entrepreneur you immediate- solve the immediate energy crisis,
Generally, with a high inflation sce- ly start to think why you would put which is really crippling most of the
nario, stocks are a better asset class to yourself in a difficult situation, and as segments of the society.
hedge against inflation risk, the real a citizen I would tend to think that it is
assets and stocks are better compared extremely unfair. I think the silver lining we should see
to fixed income, because in fixed in- in this dark cloud is that as a country
come no matter what the interest rate In terms of capital raising, I would say we do those structural reforms which
is if the inflation rate is higher than capital raising happens due to multi- are long overdue, like the SOEs (state
that, then you are earning a negative ple reasons, one when the uncertainty owned enterprises) which are really
real return. Stocks is a better instru- is high (particularly the bigger compa- burdening the economy. This is not
ment in that sense, particularly export nies) like to build a war chest. So cap- always the fault of the SOEs but also
stocks where the companies are earn- ital raising has happened in that per- of the people responsible for them.
ing in dollars. Yet it is also a sentimen- spective where you are getting ready For example, they might be carrying
tal issue because even if you are an for difficult times. This sort of envi- excess weight and inefficiencies, The
export company, if your plant cannot ronment gives more opportunities for Sri Lanka Telecom is an ideal exam-
function because of a lack of transport transactions like mergers and acquisi- ple. It used to be a government enti-
or general disturbances in the sys- tions and that could be an opportuni- ty which was not the most efficient
tem, then I think the sentiment will ty to consolidate. On the other hand, 30 years ago, but with privatisation
be quite negative. So, it is extremely the investors and the lenders might we got a new investor who was sup-
important to address that sentiment. take a bit of a cautious approach, and porting reforms in the organisation to
what I see on the ground is finance become more efficient, and just like
Last year we were one of if not the companies and bank’s asset growth is that the time to get a phone line was
most well performing stock markets low because interest rates are going reduced from 6-to-12 months to just
in the world, we had about 80% ASI up and the borrowing capacity of the a few days.
gain, this year I believe we went down people is diminishing. Additionally,
by about 20% which is a big loss. To- with the gradual increase of the cost

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 75
These are a Few of the Positive Im- Most of the Central Banks in the world factor, who is governing the company,
pacts of the Reforms. haven’t facilitated either due to the what is the board composition, and
same reason. whether you are involved in previous
I think there are many more institu- offences (then your chances at raising
tions which require such reforms, and India, on the other hand, is very in- money would be low). If the company
it would be able to build meaner, lean- terested in this digital currency initi- is hoping to raise money from outsid-
er, and stronger institutions. These atives, the government is even plan- ers, particularly institutional inves-
institutions would be less of a bur- ning on launching a digital currency. tors, if you are compliant with ESG
den, and would be able to contribute So there are a lot of positive move- obligations, it would give you a com-
a lot more to the Sri Lankan economy. ments. petitive advantage when it comes to
I would say that would be the silver differentiating yourself from the rest.
lining. Coming back to the question on these When it comes to some foreign inves-
alternative investments, in my opinion tors, it is a bit of a mandatory check,
From the perspective of a capital sometimes it may appear as a desper- which means, unless you are compli-
market, as mentioned earlier, with ate measure for Sri Lankans, and peo- ant, you will not even be considered.
an inflationary setup, stock markets ple may make use of these alternative
have done well, although I would say investments and disguised pyramid So, with the direction that the world
the sentiment issue would have to be schemes and Ponzi schemes as alter- is moving, with sustainability, as an
addressed, and the essentials would native investments. So being guarded institution, it is very important to be
have to be facilitated, or else business against that would be wise. You need aware of the above factors, and to do
functions would be under a bit of a to have the right understanding and the most to be compliant. It will only
threat. knowledge, and make sure that what increase the probability of raising
you are doing is legitimate, because money particularly from external in-
once you fall victim to these schemes, vestors.
Q: New Investment Tools Gain- re-obtaining the savings that you had
ing Popularity including NFTs will prove to be a difficult task.
- How do You See These Trends
Picking up in SL? In these early days, as far as technol-
ogy is concerned, my advice would be
A: Even in our offices we find a lot to hold on to your definition of diver-
of the younger generation trading in sification, and don’t put all your eggs
these Bitcoins and NFTs etc. From my in one basket.
knowledge, it is still early as far as the
NFTs are concerned. I think one sig-
nificant overarching question is what Q: ESG - what's the Scope and
the legal framework would be? There What should Entrepreneurs be
are accusations that these could be Aware of Regarding These in
used for money laundering. Therefore Terms of Investor Expectations?
the legal framework is expected to be
tightened. In Sri Lanka, since we tech- A: ESG is a more recent topic, but
nically can’t convert our Rupees freely if you look at environmental, social
because our Capital Account is closed, and governance requirements, we do
we don’t have a legal right to invest in work with a lot of investors, particu-
these instruments. If money is made, larly overseas and institutional inves-
bringing back to the country is also an tors. It is definitely a hygiene-factor
issue because digital currency is not that the company will have, if you are
practised in Sri Lanka. compliant with ESGs, it will give a bet-
ter chance at raising money particu-
The Central Bank has not facilitated larly with institutional investors.
in Bitcoin and crypto, probably due to
the fact that facilitating them would When taking any of the letters, G-
give away the Central Bank’s power. governance, I would say, is a hygiene

76 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
‘Marketing Myopia” – Its had a massive effect on the industry
Origin and Standing in the and management practitioners, since
Current Context it was published many decades ago,

T
and has relevance even in today’s
heodore Levitt's (1960) post-COVID industry scenario. Fur-
"Marketing Myopia" is ther, it’s the article that inspired Pe-
one of the most read, ter Drucker's famous remark, "What
discussed, cited as well business are you in?". As described
as a brilliant article, in Levitt's article in the Harvard Busi-
that effectively outlines the common ness Review, "Marketing Myopia" in
management dilemma of over em- management is a basic reason for
phasising on selling at the expense of growth to be endangered. According
marketing to grow their businesses, to the article, the reason is not due to
by creating and keeping profitable the market being saturated, but be-
customers. This is a common mistake, cause management has failed to do its
as selling focuses on the needs of the job properly. Due to this misconcep-
seller, while it is only marketing that tion, Levitt asserted that management
concentrates on the needs of the buy- has failed to deliver results in several
er. This article became one of those different businesses.
pieces of management literature that

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 79
Myopia Defined strategies of the firms, should evolve that was struggling before it changed
in tandem with the changing needs of its strategy to move from just distrib-
According to Levitt, Marketing My- their target consumers, with greater uting content digitally to becoming a
opia is a condition many businesses emphasis on marketing to consum- leading producer of original content
suffer due to an inward-looking and a ers as opposed to trying to sell what that could win Emmys & Oscars, is
short-sighted approach to marketing. is produced. This kind of an approach challenging the traditional movie in-
This short-sightedness happens when should be built on foresight to antici- dustry in the entertainment business.
the management is overwhelmingly pate and capitalise on new innovative How true Theodore Levitt is, even in
focused on the internal interests of products or services that may be lurk- the modern world. Had Hollywood
the company and its businesses. Lev- ing on the horizon, which could be ex- been customer oriented (providing
itt developed a compelling argument ploited to the benefit of both the indi- entertainment) as opposed to being
against this myopic thinking by saying vidual firm and the market as a whole. product oriented (making movies),
that businesses should stop defining the Netflix threat could have been
themselves by what they create, and thwarted better.
instead reorient themselves towards Cases Cited to Highlight the
what they need to satisfy by focus- Fundamental Issue
ing on the demands of their custom- Guaranteed Self-Deceiving
ers. Until Levitt came up with this A number of cases are discussed in
Cycle
argument, very little discussion had this article that serve to highlight this
happened to get companies to look fundamental issue: “your product is According to Levitt’s argument “There
at their businesses as ‘customer satis- not your company” as the products is no such thing as a growth industry”.
fying processes’ in a practical manner. should and will change over time There are only firms that are correctly
His thinking continues to influence based on the changing consumer structured, and are operated efficient-
the marketing practises of most busi- needs while the company remains ly to generate growth in capitalising
nesses even today. The arguments and unchanged. Perhaps the most well- on growth opportunities. Industries
the thinking in "Marketing Myopia," known example is the railroad indus- that are thought to be on a growth es-
according to Levitt, was meant to be try, which, according to Levitt suffered calator will almost always find them-
a challenge to companies as a whole, a rapid collapse as they believed that selves in a state of stagnation at some
rather than simply their marketing they are in the railway business as point of time. Every dead, stagnant
departments or functions. opposed to being in transportation. If or a declining industry was once a
they had seen themselves as support- so called “growth industry”, and has
ing customers to travel from one point a history that is characterised by a
The Problem Stated to another, they could have expanded self-deceiving cycle. According to Lev-
the company's activities to encom- itt, there are four key situations that
According to Levitt, organisations
pass other forms of transportation might contribute to this phenomenon:
tend to place too much emphasis
such as autos, trucks, planes etc. Un-
on their own products and services, • The belief that growth is assured
fortunately, they stood by and allowed
though what matters mostly are the by an expanding and a more afflu-
other companies to take advantage
primary needs of consumers, and ent population;
of the situation, and steal their pas-
what they seek to satisfy those needs.
sengers away to other transportation • The belief that there is no compet-
Therefore, it is essential to realise that
offerings. Provided there is no restric- itive substitute for the industry’s
when businesses suffer from Market-
tion in defining the business they are major product;
ing Myopia, it is critical that they shift
in, railroad companies have a signifi-
their focus from product orientation • Too much faith in mass production
cant opportunity for expansion in the
to customer orientation. He argued and in the advantages of rapidly
transportation industry. As in the case
that companies fail when they exceed- declining unit costs as output ris-
of railways, Hollywood was mischar-
ingly focus on their products, and try es;
acterising its business; it assumed
to make their products even better,
that it was in the movie industry
while being oblivious to the chang- • Preoccupation with a product that
when it was really in the business of
ing requirements of their consumers, lends itself to carefully controlled
entertainment. In the modern world
and trying to satisfy those demands scientific activities.
coming out of the pandemic, Netflix
as they arise. Levitt argued that the

80 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
Assured Growth by tic central heating systems, making competitors but lost to a substitute,
Expansion the space-heater obsolete. Moreover, the smart phone. Same with the taxi
the number of petrochemical prod- industry losing to Uber who do not
Levitt examined the petroleum indus- ucts started increasing with non-pe- own a single vehicle. Thomas Cook
try to give a better understanding of troleum sources as the fundamental recently declared bankruptcy due to
each of these conditions. The petro- raw materials, such as coal, which loss of customer franchise resulting
leum industry focused its efforts on shouldn’t have been ignored as a from a change in customer behaviour
expanding its efficiency with which substitute to gasoline. In the modern as opposed to competitive rivalry.
it collected, and manufactured its world, with the use of renewable en-
product to improve profitability, as ergy sources in multiple applications,
opposed to innovation in the prod- most prominently with the advent of Mass Production
uct portfolio, and using marketing hybrid and electric cars, growth as-
for profitable growth. Moreover, its According to Levitt one of the great-
sumptions continue to get challenged
primary product has been identified est enemies of customer-centricity is
in the narrowly defined petroleum in-
in the most constricted terms possi- seeing mass production as a means of
dustry, making Levitt’s argument rel-
ble, namely, gasoline, rather than as reaching many people at a low-cost,
evant even for today. Petroleum or oil
energy, transportation, or fuel. This and adopting it as a tool to create and
has never been an industry with con-
attitude has played a role in ensuring keep customers as opposed to effec-
sistently high growth rates. Through-
that the oil industry is not typically re- tive marketing. At the beginning of
out its history, it has expanded in fits
sponsible for major improvements in the industrial revolution, mass pro-
and starts, always miraculously res-
both gasoline quality nor innovation. duction had some limited success. But
cued by inventions and innovations
It is only the small new oil companies, today anything mass, be it production,
that were not of its own development.
which were not mainly concerned marketing or distribution is dying, as
with oil production or refining, that more and more micro-marketing will
Levitt cited the petroleum business as
were responsible for several most sig- be required as customers are becom-
an example because of its relative suc-
nificant developments in automobile ing savvy, and more demanding, and
cess throughout history, keeping in
fuel marketing. Their successful con- mass media is proliferating while dis-
mind that the sector has had to shift
centration on large and clean four- tribution channels are getting compli-
emphasis multiple times owing to in-
court layouts, quick and efficient cus- cated and new channels are emerging.
ventions that have arisen from sourc-
tomer service, and low-priced quality This again strengthens Levitt’s argu-
es other than its own. When it comes
gasoline, and a related product portfo- ment in its relevance in the modern
to strategy, the petroleum sector is
lio resulted in the rapid spread of mul- era. According to Levitt, the most cru-
a standout example of complacen-
ti-pump gas stations, which brought cial aspect is that the firm's offering
cy, with the belief that if the world's
in some colour and modernity to an for sale is set not by the seller, but by
population continues to expand, its
otherwise dull industry at that time. the buyer based on the current and
client base would keep growing as
future needs. If you consider the au-
well. People are becoming more and
tomobile sector which has a big influ-
more aware of the environmental im-
No Threat of Obsolescence pact of petroleum combustion, and
ence on the society, mass production
undoubtedly was the beginning when
Levitt claimed that the belief of the are keen to shift to alternative kinds
Henry Ford introduced Ford Model T
players that there is no competitive of energy that minimise greenhouse
through assembly line manufactur-
alternative for the industry's main gas emissions. This is a serious chal-
ing. However, today all automobile
product would be a huge mistake on lenge to the idea of indispensability.
companies, led by the Japanese have
the part of their management team. The petroleum industry at one time
crafted, and are executing strategies
A number of breakthrough innova- was pretty much convinced that there
and business models placing a strong
tions that did not even originate from is no competitive substitute for its
emphasis on the end-customer rather
within, forced the industry to refocus major product, gasoline. How wrong
than the product. Automobile man-
its efforts to survive and grow profit- they were and how correct Levitt is!
ufacturers invest significantly on re-
ably. The use of kerosene in lighting In the modern world there are many
search to understand their customers'
was phased out with the introduction examples to prove the applicability
better and innovate proactively.
of electric bulbs, while the use of coal of Levitt’s argument. Kodak did not
substituted gasoline in the domes- loose its digital camera business to

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 81
Characteristics of Companies expectations of their customers. Ac- ucts or services that not only meet
Suffering from Marketing cording to Levitt, businesses must see current needs of the customers but
Myopia themselves as “customer satisfying” also having the ability to keep up with
and not “goods manufacturing”. Mod- the future trends. There is no way to
Extending this thinking to the petrole- ern and successful businesses place accurately predict the future, but or-
um industry, through the perspective marketing at the beginning to under- ganisations that use big data and anal-
of customers fuel is not bought for its stand the market and its environment ysis to project and forecast the future
flavour, color, or fragrance at the gas first, to sense what customers need trends are able to reduce the associat-
station. Fuel gives an opportunity for and want today and, in the future, and ed risks of NPDs and innovation. Since
mobility of goods or people efficient- to deliver offerings through NPD pro- the world is always evolving, nothing
ly and effectively. The industry as a cesses that meet and beat the target is static, and everything around has
whole should understand the needs customer expectations. This is when become more dynamic, the ability to
of the buyer as opposed to being businesses seize opportunities to cre- keep up with the pace of change is not
myopically focused on the technical ate and keep profitable customers. always easy to attain. Levitt under-
specification of the product or on the lined the need for organisations and
manufacturing process. Organisations their management to change their
must respond by paying attention Some Concluding old ways of thinking, and believe in
to consumer preferences, gaining a Observations custome-centricity and look at ways
knowledge of their customers' moti- to meet the new business demands,
vations for purchasing, what they pur- Even in modern day businesses, mar-
and the rising expectations of the cus-
chased, and why they would purchase keting myopia is still prevalent in
tomer better than their rivals. New
again. Levitt argued that, companies some industries due to the failure of
advancements in emerging indus-
that do not prioritise the demands of the senior management to grasp the
tries must be properly investigated,
their customers, but instead strive to bigger picture resulting from short-
and the implications of these changes
improve their products and services sightedness in their approach. Organ-
for one's own company must be un-
on a regular basis, are suffering from isations that make profit-making the
derstood. This kind of knowledge is
marketing myopia. core of their strategy and use mass
gained through "connecting with the
marketing, mass production and mass
world" in a new and creative manner.
distribution methods to achieve their
However, the article does not provide
Dangers of Pure Research financial objectives often overlook
sufficient clarification or guidance on
and Development sans the importance of customer-centrici-
the types of transformation that are
Buyers’ Needs Awareness ty and underestimate the strength of
necessary for a firm to be success-
the customer-power to alter the des-
Paying too much emphasis on re- ful in its strategy and the supporting
tiny of any business. Theodore Levitt
search and development on a product business model.
identified this myopic thinking taking
without taking into consideration the examples from numerous industries,
buyer and his /her needs often leads ranging from railroads, petroleum and
to outcomes that are not customer Criticality of Customer-
movies, all of which were once growth
acceptable, and business building in centric Research and
industries but are now in stagnating
the long term. Even today, in many Development
or declining. Marketing Myopia, on
industries, engineers dominate high- the other hand, is a phenomenon that A certain level of decline or stagna-
tech new product development (NPD) has relevance even in the modern day tion is to be expected in any industry.
processes without acknowledging industries with well-known brands, Those businesses which are proactive,
the correct starting point – the buyer such as Nokia, Kodak, Thomas Cook, and are capable to innovate anticipat-
not the product. Marketing is placed Blackberry to name a few. ing their future, can stay on top and
at the end of the process, not at the minimise the implications and slow-
beginning, and is expected to sell the According to Levitt, expecting the de- downs by strengthening their com-
product that gets made as opposed mand for a product or a service to go petitive positions. On the other hand,
to making a product that automati- up with the population growth cannot new business opportunities can be
cally sells. The focus is the product be guaranteed to provide a sustaina- unfolded by diversifying a company's
and bettering the product with their ble competitive advantage. Organisa- operations, expanding its product
best efforts, forgoing the need and the tions are required to innovate prod- line, and/ or consolidating in an unfa-
opportunity to meet and exceed the

82 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
vourable industry scenario by think- it is no longer adequate for an organ-
ing beyond the traditional business isation to be technically sound with-
strategies and models. Unfortunately, out being customer sensing, to meet
some leaders and businesses do not the current needs and to sense the
sense and seize these options as they future trends in the market. Organisa-
do not practice customer-centricity, tions that are nimble, and are able to
and are myopic in their outlook. They change in line with the changes in the
ultimately fail to capitalise on busi- marketing environment will be the
ness opportunities and suffer signifi- only ones that will survive and grow.
cant financial losses. Levitt highlight- The responsibly lies with the leaders.
ed that customer-centric research and It is the choices they make that will
development is critical for any com- decide the winners and the loosers!
pany's existence, and that businesses
must take advantage of all possibil-
ities if they are to avoid extinction. Editorial Comment
Consequently, it is the management's
The article is a ‘must-read’ for
choice to be a leader in the market or
all entrepreneurs, marketers
to be a follower and be wiped out due
as well as budding-marketers
to myopic thinking.
as the seminal work of Theo-
dore Levitt’s ‘Marketing My-
opia’ has stood the acid-test
Marketing Myopia Today
of time for well over six-dec-
Despite many decades have passed, ades. The basic foundation of
Levitt's "Marketing Myopia" still his article is that marketing
seems relevant and applicable. Obvi- is not just about sales of prod-
ously with the advancement of man- ucts and services; it’s also
agement and marketing thinking over about understanding your
the years, certain adaptations and customers’ needs, and meet-
changes will be required in its applica- ing them to create long-term
tion. The biggest would be in the shift relationships with them. The
from mass-marketing to micro-mar- crux of the article, therefore,
keting to gain competitive advantage. boils down to the fact that
During Levitt’s era the starting point companies should be guid-
was mass marketing where sellers en- ed by their customers' needs
gaged in mass production, mass dis- rather than driven by their
tribution and mass promotion of one internal metrics like produc-
product for all buyers at the lowest tion capabilities or distribu-
cost, which in turn lead to lower pric- tion channels when making
es and higher margins. Today mass business decisions.
marketing has lost its relevance and
more and more micro marketing is
required as consumers are becoming
savvy, and more demanding. Further,
mass media is proliferating and dis-
tribution channels are getting com-
plicated and new channels are emerg-
ing. Mass marketing is also getting
obsolete with the emergence of niche
brands, product extensions, mass cus-
tomisation. The next is the need for
businesses to be customer-centric, as

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 83
I
t could be summed up that the PIM’s overall mission ¡ Facilitating the sharing of good practices among staff
is to contribute to society through the pursuit of edu- members.
cation, learning, and research at the highest levels of
¡ Preparing policies, guidelines and manuals relevant to
excellence. The Institute’s quality assurance procedures
quality assurance in collaboration with the academic
are, therefore, aimed at providing a framework within
and administrative staff of the institute.
which it can examine and enhance its educational pursuits
to enable achieving this aspiration of excellence. Further,
The Committee of the CQAA ensures the implementation
the Institute is accountable for the quality and standards
of quality assurance activities within the PIM. The CAQQ
of its numerous task-centres as the procedures of all such
comprises the Director, PIM, Head/CQAA, Programme co-
centres should be appropriate primarily for its teaching,
ordinators, a senior Faculty Members appointed by the Di-
learning and assessment activities. In a nutshell, all the en-
rector, Deputy Bursar, Snr. Asst. Registrar, Senior Manager/
deavours directed towards the Institute’s overall mission
IT, and Asst. Librarian.
need to be couched in good-practices, and the procedures
are the means of giving meaning to these good practices.

The Head of the PIM’s Centre for Quality

The PIM’s Centre for Quality Assurance and Assurance and Accreditation
Accreditation (CQAA) established in July
2021 Heading the PIM’s newly es-
tablished Centre for Quality
The PIM established its CQAA in July 2021, and its functions Assurance and Accreditation
include: is Senior Prof. M. J. S. Wije-
¡ Coordinating all quality assurance activities within the yaratne, who was previously
PIM. Vice-Chancellor of the Uni-
versity of Kelaniya (2005-
¡ Liaising with the Quality Assurance Council (QAC) of the
2008), and Senior Professor
University Grants Commission and the Centre for Qual-
of Zoology and Environmen-
ity Assurance (CQA) of the University of Sri Jayewarde-
tal Management. He has an
nepura as well as international accreditation bodies.
MSc from the University of
¡ Preparing self-evaluation reports for external quality Michigan, and a PhD from
assurance reviews. the University of Kelaniya. He served as Head of the De-
partment of Zoology, and thereafter Dean of the Faculty of
¡ Providing guidance to all staff members on quality as-
Science, Director of the Staff Development Unit and Found-
surance.
er Chairman of the Research Council of the University of
¡ Monitoring the implementation of quality assurance ac- Kelaniya.
tivities within the PIM.

84 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
He was also a Chairman of the Committee of Vice-Chancel- He has served in the Editorial Boards of 7 scientific jour-
lors and Directors (CVCD) of Sri Lanka. He is a Fulbright nals and was the Founder Editor in Chief of 3 of them. At
scholar, a Fellow of the National Academy of Sciences present he is a members of the Editorial Board of the Jour-
and the Institute of Biology of Sri Lanka, and also was the nal od the National Science Foundation of Sri Lanka, which
Chairman of the National Science and Technology Commis- is indexed in Science Citation Index.
sion of Sri Lanka.
He is the recipient of the Fellowship on Conservation and
Sustainable Development awarded by the University of
Michigan, USA. In 1990, he was awarded the Third World
Serving as a member of the Boards of
Academy of Sciences Prize for the best young scientist in Bi-
Governors of many National Institutions
ology in Sri Lanka. In 2010 he was awarded the prestigious
Further, he had served as a member of the Boards of Gov- CVCD Excellence Award for the Most Outstanding Senior
ernors of many National Institutions in Sri Lanka. These Researcher in Biology by the Committee of Vice-Chancel-
include the National Aquatic Resources Research and lors and Directors of Sri Lanka. He has also won Presiden-
Development Agency, National Institute of Fisheries and tial Awards for Research publications in several years.
Nautical Engineering, Arthur C Clarke Institute of Modern
Technology, National Science Foundation of Sri Lanka, Sri
Lanka Standards Institution, the Industrial Technology In- Involvement in Quality Assurance Activities
stitute and the National Institute of Fundamental Studies.
He has been involved in quality assurance activities of the
He was also a Council member of the National Academy
higher education system of Sri Lanka since 2002. As the
of Sciences, Sri Lanka, Chairman of the Research Advisory
Deputy Director of the World Bank funded HETC project,
Board of the National Science Foundation, Chairman of the
he was a key figure in developing the Sri Lanka Qualifica-
Board of Management of Postgraduate Institute of Archae-
tions Framework. He is a well experienced quality assur-
ology and the Chairman of the Board of Study of the Sri
ance reviewer in higher education and has carried out 30
Lanka Institute of Marketing.
quality assurance reviews in Sri Lankan and Bangladesh
He had also been the Chairman of the Oceanography and Universities. He has also participated as a resource person
Marine Sciences Committee and Policy Research Commit- in 54 quality assurance training workshops.
tee of the National Science Foundation (NSF) and member
He was also the Director of the Local Technical Secretariat
of its several other committees including Working Commit-
of the World Bank funded Improvement of Relevance and
tee on Biological Sciences, Science Technology Engineering
Quality of Undergraduate Education (IRQUE) project of the
and Mathematics Education Committee of the NSF.
Ministry of Education and Higher Education at the Univer-
He is the Founder President of Sri Lanka Association for sity of Kelaniya.
Fisheries and Aquatic Resources and the Founder Presi-
dent of the Alumni Association of the Faculty of Science of
the University of Kelaniya. Further, he had been the Gener- Snr. Prof. Wijeyaratne’s Current
al President of the Sri Lanka Association for the Advance- Commitments
ment of Science and the Institute of Biology of Sri Lanka.
a) Chairman, National Aquatic Resources, Research and
He has also served as the General Secretary of the National
Development Agency (NARA),
Academy of Science, Sri Lanka.
b) Senior Consultant and Head of the Centre for Quali-
ty Assurance and Accreditation, at the Postgraduate
A Research Savvy Personality Institute of Management, University of Sri Jayewarde-
nepura.
In the field of research Snr. Prof. Wijeyaraten has carried
c) Professor Emeritus, University of Kelaniya.
out a large number of research on Fish Biology, Fisheries
Management, Aquatic Biology and Aquatic Resources Man- d) Member of the Governing Board of the National Aqua-
agement. He has published 106 research papers in peer culture Development Authority of Sri Lanka (NAQDA)
reviewed indexed journals and 14 books. He has made 96 e) Member of the Governing Board of the Ocean Universi-
presentations in national and international conferences ty of Sri Lanka
including 06 Keynote addresses and 02 Convocation Ad- f) Member of the Editorial Board of the Journal of the Na-
dresses. His research is highly cited with a total of 759 cita- tional Science Foundation
tions. At present his h-Index is 16 with an i10-Index of 29.
g) Jury member of the International Biology Olympiad.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 85
 November 25, 2021. Mr. Lakshman Silva, CEO of DFCC
Bank, an Alumnus, was the Chief Guest at the launch.

PIMA CONNECT is an initiative taken to bring a wealth of

knowledge and experience of the PIMA fraternity to a com-
mon platform. It is a quarterly magazine exclusive for PIMA
membership to publish their research papers, articles and/
or blogs on the contemporary developments in the areas of
many disciplines.

PIMA Article Contributors to PIMA CONNECT with Mr Lakshman Silva,

Chief Guest and PIMA Exco members, at the PIMA CONNECT launch.

PIMA CONNECT is rightfully a knowledge sharing space for

the PIMA fraternity, since the magnitude of the cumulative
knowledge and experience of the PIM Alumni will not be
second to any other. PIMA CONNECT provides space for
PIMA members can ink their wisdom and share experienc-
es for the betterment of fellow members.

THE PIMA EVENTS BRIEF PIMA CONNECT also recognises the achievement of our
members in professional as well as academic endeavours.
Hard work, dedication and enthusiasm of our members
PIMA CONNECT – The Quarterly to achieve excellence must be recognised and PIMA CON-
NECT is an idea platform for such recognitions.
magazine

PIMA CONNECT was the brainchild of the PIMA’S visionary

leadership of Mr. Denzel Perera. At a ceremony chaired by
Mr. Chanaka Gunatilake, PIMA EXCO member, the publica-
tion was presented to the membership, wherein the mem-
The launch of PIMA CONNECT - Quarterly Magazine. bers hailed it as a turning point in the PIMA’s endeavours
to provide the much needed linkages with the members,
With a vision to create an integrated platform to build a who are spread far and wide both within the country and
strong, connected and engaged postgraduate professional elsewhere.
network in the country the PIMA recently embarked on a
new chapter of growth by launching PIMA CONNECT on

86 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022
 The Sri Lanka Insurance Motor Plus offers fast-track claim
SLIC – PIMA Strategic Tie-up settlement, cashless settlement facilities, and a variety of
to Provide an Exclusive Vehicle flexible payment-plans, accurate on site assessment by a
Insurance for Members team of technical professionals, 24/7 customer care as-
sistance service, ability to renew motor insurance via the
The Sri Lanka Insurance signed a Memorandum of Under- SLIC mobile app, and customer portal www.srilankainsur-
standing (MoU) with the Postgraduate Institute of Man- ance.net, while providing customer-protection and peace
agement Alumni (PIMA) a leading professional body in Sri of mind with the trust build through generations.
Lanka, to provide an exclusive vehicle insurance package
for the PIMA members. As a part of the MoU signed between the two institutions,
the Postgraduate Institute of Management Alumni (PIMA)
and Sri Lanka Insurance will collaborate for various indus-
try initiatives led by the PIMA, as a pioneering professional
body in Sri Lanka.

CIMA partners with PIMA to Offer

World’s Leading Management
Mr. Denzil Perera, President, PIMA (2021/22) & Mr. Chandana L. Accountancy Qualification to PIMA
Aluthgama CEO, Sri Lanka Insurance Corporation (SLIC) signing the MOU
between PIMA & SLIC. Fraternity
The MoU exchange took place between the two parties on
November 05, 2021 with the participation of Mr. Denzil
Perera, President, PIMA, Ms. Shiranthi Thevarapperuna
Vice President, PIMA, and Mr. Chandana L. Aluthgama CEO
of SLIC.

The strategic tie-up between the two organisations intends

to facilitate a unique customised comprehensive motor in-
surance solution for more than 3,000 members of the PIMA
under the sector partnership. The premier vehicle insurer,
the Sri Lanka Insurance Motor Plus, is striving to empower PIMA – CIMA Partnership.
the professionals of Sri Lanka with its unmatchable bene-
fits to offer protection for their vehicles. The Chartered Institute of Management Accountants
(CIMA), the global leader in management accountancy,
partnered with the PIMA to promote the CIMA qualifica-
tion for the PIMA fraternity at a concessionary rate. Under
this scheme, the PIM graduates will qualify for direct-route
access to the Case Study examinations in obtaining the
prestigious CIMA qualification. The PIMA-CIMA combina-
tion envisages great opportunities and many strategic joint
ventures in future to create more collaborative value. Mr.
Denzil Perera, PIMA President, Mr. Zahara Ansary, Coun-
try Manager, CIMA Sri Lanka, along with Dr. W. G. S. Kelum,
Director, PIM, Mr. Pravinth Rajaratnam, Director, Imperial
College of Business Studies, and office bearers of the PIMA
SLIC – PIMA Partnership. and CIMA, launched this partnership at the Postgraduate
Institute of Management, recently.

May 2022 22nd Issue Volume No. 14(1) The Professional Manager 87
 PIMA-CIMA team at the first joint CPD on March 2022.

Subsequent to the CIMA-PIMA tie up, the first Continuous

Professional Development (CPD) programme was held as
a hybrid-event, at the PIM auditorium, on March 08, 2022.
The event under the theme ‘Emerging Technology Trends
to Succeed in the Digital World” was well attended by the
PIMA membership. Mr. Naresh Abeysekera (founder/CEO
SEQUORO), our guest speaker, delivered a speech on the
said theme, which was highly appreciated the audience.

PIMA – CIMA CPD Flyer.

Mr. Naresh Abeysekera, Guest Speaker, presenting ‘Emerging Technology

Trends to Succeed in the Digital World’ at the joint CPD.

Director, PIM & Parton PIMA presenting a token of appreciation to

Mr. Naresh Abeysekera, guest speaker.

88 The Professional Manager Volume No. 14 (1) 22nd Issue May 2022