First it was the CFOO forum. More recently it was the CEOO forum. Both talk sessions convened by the Chartered Institute of Management Accountants (CIMA) did not quite indicate the corporate sector was prepared for peace.

Platitudes and banal statements were more the feature than indices leading to practical solutions that could be the basis for continuation of business in a post-war situation.

These were emerging views at the CIMA symposium recently discussing ‘Beyond the War - possibilities for commercial expansion’.

The Keynote speaker was principal coach, Singapore Institute of Management (SIM), Mourad Mankarios.

CEO CIMA, Bradley Emerson introducing the keynote speaker, said civil unrest, war, and its aftermath of destruction over the past 30 years had taken its toll through continuous cycle of violence.

Repairing the mindset of a complete generation of young people who had experienced only ethnic hate would take time, but it would not be late to activate the repairing process now.

Mourad Mankarios, who is also an associate member of the Institute of Policy Studies, an autonomous research centre at the Lee Kuan Yew school of public policy in the National University of Singapore, posed the rhetorical question ‘Are you ready for peace?’.

He said business planning for peace is not some ‘knee – jerk’ reaction that could be commanded at will but required continuous planning over a period of time to ensure success. That too the complexities of business planning.

There were controllable factors, as much as there were uncontrollable factors. Controllable factors were the outstanding effects of taking responsibility for business planning for peace. This, he said, was easier said than done but if the business community is serious on commercial expansion war induced disruption would have to stop. Guns would have to go silent. Education would need intensive investment. He again posed the crucial question ‘have you done that?’

War had reduced foreign investment. That would mean the entire process of re-branding Sri Lanka would have to re-commence. Not in an ad-hoc manner but serious attention to detail to facilitate deep planning options adhering elements of peace necessities that may be applicable, more so at a determined time-frame.

Managing conflicts would necessarily mean eradication and stamping out corruption.

He said Singapore’s success is its strict adherence to discipline and that corruption was eradicated in its total form. ‘Singapore is strict on corruption’.

Leaders of Singapore, starting with lee Kuan Yew, applied that degree of good governance to himself first, and eventually demanded those same standards of others. The Head of State was held answerable first. No excuses were offered, and none sought. The system worked. Singapore today exports knowledge. ’We have nothing else to export.’

Migration of skilled labour, professionals seeking better deals in other countries, and opportunities they enjoy were all effects of war. Generally called the ‘brain drain’

What is needed is multi-faceted creative leadership to stem outflow of young talent. The axiom being ‘innnovate or stagnate’.

At the panel discussion that proceeded the keynote address, emerging views were that Sri Lanka and particularly the business community were not ready for peace. There were no tangible plans in place for that goal to be realized.

Chairman Colombo Stock Exchange, Nihal Fonseka facilitating discussions, introduced each panelist,

Rohantha Athukorale said economic growth recorded about 6 per cent, which eventually turned to be Central Bank propaganda. However, the private sector accounted for that degree of growth, but the crucial question was not answered; that the corporate sector was not ready for peace.