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| Sunday, 11 August 2002 |
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Leadership in business Biz Buzz by Iris & Aved Two weeks ago, the powerful Chamber of Commerce saw the smooth tradition binding transition of leadership from one capable chairman to another. Mr Chandra Jayaratne handed over the leadership to Tilak de Zoysa. It was an orderly transition, in keeping with the traditions of the 164-year-old Chamber. The outgoing Chairman and his successor showed leadership qualities which merit analysis and comment. Chandra Jayaratne is credited with setting a four layered value grid to assist the Ceylon Chamber of Commerce in its decision making. Under that model, the Chamber took a position on a business or related issue only if it passed the four tests starting with member interest. If, however, the sectoral interest was different or contrary to the individual member interest, the sectoral view prevailed. In those rare situations that a sectoral position was not in line with the private sector interest, the latter took precedence. At the highest (fourth) level, national interest was the overriding factor. The Jayaratne model is good for any business organization or institution and is appropriate for political decision making and national policy formulation. The Ceylon Chamber of Commerce had formulated a long agenda for economic development embracing diverse requirements; from fiscal matters and labour reforms to educational reforms and drug abuse. It was a long shoppinglist, perhaps too long for implementation or to attract policy makers' attention and interest. Jayaratne was quick to re-shape it and focus on six or seven priority areas which he presented like a house with a solid foundation, structure, pillars and roof which provided shelter. The foundation was peace in the land; an end to the ethnic conflict. The structure comprised five pillars; law and order, labour reforms, infrastructure development, educational reforms and economic reforms (including deregulation). The roof was the social marketing or effective communication of the development agenda comprising the foundation and the five pillars. Jayaratne contended that without social marketing to communicate with the people the rationale for the reforms, public support and commitment to the development program and the reforms could not be won. At the Annual General Meeting of the Chamber, the outgoing Chairman revealed an u nchartered route he pursued, with the conviction, that this country has enough men and women in positions of influence to recognize a proposal or a project on its merits rather than on the sponsorship of the Club network. He wondered whether he had failed and if he had let down the Ceylon Chamber of Commerce in deciding not to exploit the network connections to win policy maker support for Chamber positions and initiatives. He had led the Chamber to greater heights by his courageous decisions. Multilateral agency leaders visiting Sri Lanka commended the Chamber's contribution to the development of the country. If some of Jayaratne's efforts did not meet with the success they deserved, it was not due to the lack of value in his proposals and positions but due to the club network structure that prevails not only in Sri Lanka, but in almost every country. It is perhaps too ingrained in the social and governance fabric to be ignored. Chandra Jayaratne may have fought a somewhat unconventional battle, but succeed he did. If at all, the level of success only fell short of the high expectations he had set. Was "social marketing" with the policy makers, in particular the politicians, the one missing link in the Jayaratne regime of the Ceylon Chamber of Commerce? If it was, then, one small yet strategic step may have been overlooked. But the outgoing Chamber leader had proved that the courage of one's convictions and indomitable spirit, and a sustained effort and high principles could overcome many a stumbling block and provide the desired results. Jayaratne's successor, Tilak de Zoysa has now taken over the mantle of leadership of the Ceylon Chamber of Commerce. He was Jayaratne's and his predecessor, Ken Balendra's hand picked choice for future leadership and ought to have contributed immensely to Jayaratne's, and before that,Balendra's efforts. He has a different, yet very successful leadership style that will give the pre-eminent Chamber of Commerce in Sri Lanka an opportunity to build on 164 years of honourary services by numerous business leaders of this land. Chandra Jayaratne had a vision. He was honest and clever. He had the experience and knowledge to formulate plans and the strength of purpose and commitment to implement them. Sri Lanka needs leaders of Jayaratne's calibre. |
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