As I observe the shifting geopolitics in the Middle East, coupled with South Africa’s recent condolence letter to the Iranian government from Dirco, I am reminded of last month’s televised conversation between President Cyril Ramaphosa and US President Donald Trump at the White House. What should have been an opportunity to solidify South Africa’s position on the global platform instead highlighted a troubling absence: there was no clear national narrative, no bold proposals, and no coherent explanation of South Africa’s path or its importance to the world.

Read: Trump’s confrontation with Ramaphosa leaves SA shaken

In my role advising businesses preparing for corporate activities or market entry, we strive to craft narratives that clarify complexity and present a company’s value proposition in engaging ways that attract investment and foster confidence. A compelling equity story is essential for substantial investment decisions. Lacking this, interest dwindles, funding decreases, and opportunities fade.

During that encounter, we followed the protocol but lacked purpose.

This issue is critical. In the global marketplace, narrative serves as currency. It influences how risk is evaluated, how nations draw investment, and how agreements come to fruition. Right now, South Africa is lacking a compelling narrative. We do not have a persuasive case for our importance, our direction, or why international entities should invest in us.

Consider the early 1990s. South Africa then represented the narrative—the miracle nation. Mandela’s release ignited global interest and prompted a favorable reassessment. Investors, diplomats, media outlets, and multinationals rushed to engage with reconciliation, democracy, and economic revival. We had a visionary Investor Relations presentation without even trying.

Today? Investors ask: “What is the direction of this country?” Unfortunately, the silence is often overwhelming.

It’s not due to a lack of resources. We boast mineral wealth, an industrial base, a sophisticated financial system, deep capital markets, a youthful demographic, global entrepreneurs, and world-class companies.

Yet, without a cohesive and purposeful narrative, these remain simply ingredients scattered across a kitchen counter.

Let me clarify: the world has no obligation to us. Capital moves freely, and attention is easily lost. While South Africa waits for endorsement, other nations are crafting powerful stories—and thriving. Rwanda has shifted from its association with the tragic genocide of the mid-90s to being regarded as a global fintech leader. Kenya markets itself as the Silicon Savannah. Egypt draws in investment through megaprojects and reforms. Even our nearby nations—Namibia, Botswana, and farther afield, Ghana—are developing investment narratives focused on green hydrogen, governance, and growth.

And South Africa? We are inward-looking, mired in factional disputes, facing energy crises and policy paralysis. Our sporadic communications to the world are often defensive, reactive, or disjointed. Our national narrative has deteriorated into a series of disclaimers.

To me, this signifies a failure of leadership more than a failure of communication. Storytelling is strategic, and any nation serious about growth must embrace three components:

Instead, we exhibit institutional drift—a presidency with good intentions lacking vigor, a bureaucracy slow to respond, ministers contradicting each other, and a private sector anticipating signals that never come. When we do find ourselves in the spotlight—be it at the White House, Davos, or Brics summits—we appear empty-handed, mumbling platitudes and hoping that someone still believes in the Mandela halo effect.

However, the halo has dimmed. It’s time we regained our credibility.

The reality is, if South Africa were a corporation, investors would be demanding a new CEO or at least a revised strategy. Our shareholder letter would be filled with risk alerts, our future outlook would read “uncertain,” and our share price—our currency, reputation, and growth metrics—would be lagging compared to the index.

Yet, this can change. We have accomplished it before. What we need is a bold renewal of our national narrative—one that is investment-grade, capable of captivating a global audience, and that truly reflects the potential we frequently discuss.

Investors are not naïve. They don’t expect perfection. They seek direction, momentum, and assurance that the country recognizes its challenges while making real progress towards improvement.

Currently, we have nothing to present. No thesis, no turnaround, no case for potential growth.

Restoring South Africa’s appeal to global investors and partners begins with a credible and focused narrative—one that genuinely reflects our challenges and the depth of our potential. This requires strategic coherence, assertive leadership, and consistent messaging that conveys direction and intent. Without such a narrative, we risk remaining overlooked in a world that swiftly seeks opportunity and avoids uncertainty.

Bryan Silke is an associate partner at Hudson Sandler.

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