Observing the shifting geopolitics in the Middle East and South Africa’s recent condolence letter to the Iranian government from Dirco, I am reminded of last month’s televised exchange between President Cyril Ramaphosa and US President Donald Trump at the White House. What could have reinforced South Africa’s position on the global stage instead revealed a troubling absence: there was no clear national narrative, no daring proposals, and no cohesive explanation of South Africa’s direction or its significance internationally.

Read: Trump’s unexpected confrontation with Ramaphosa leaves South Africa unsettled

In my capacity as an advisor to companies preparing for market entry or corporate activities, we strive to create narratives that distill complexity into clarity and present a company’s value proposition in ways that attract investment and inspire confidence. A compelling equity story lies at the heart of serious investment decisions. Without it, interest diminishes, financing declines, and opportunities evaporate.

In that moment, we followed protocol but lacked intent.

This is critical. In the global marketplace, narrative serves as a currency. It shapes risk assessment, determines how nations entice investment, and influences how agreements are realized. Currently, South Africa is lacking in narrative. We do not have a convincing case for our importance, our direction, and why international entities should invest in us.

Reflect on the early 1990s. South Africa was the narrative—the miracle nation. Mandela’s release sparked global interest and fostered a positive reevaluation. Investors, diplomats, media outlets, and multinationals eagerly lined up to be part of reconciliation, democracy, and economic revival. We had an impressive Investor Relations presentation without even trying.

What about today? Investors ask: “What is the direction of this country?” Unfortunately, the silence can be deafening.

This isn’t due to a lack of assets. We have mineral riches, a robust industrial base, a sophisticated financial system, deep capital markets, a youthful populace, global entrepreneurs, and world-class companies.

Yet, without a unified, purposeful narrative, these remain mere ingredients scattered across a kitchen counter.

To be clear: the world owes us nothing. Capital flows freely, and attention wanes. While South Africa waits for validation, other nations are crafting compelling narratives—and thriving. Rwanda has transformed from its association with the tragic genocide of the mid-90s into a respected global fintech hub. Kenya markets itself as the Silicon Savannah. Egypt draws investment through megaprojects and reforms. Even our neighbors—Namibia, Botswana, and farther afield, Ghana—are cultivating investment narratives focused on green hydrogen, governance, and growth.

And South Africa? We are inward-looking, tangled in factional disputes, trapped in energy crises and policy paralysis. Our few messages to the world are often defensive, reactive, or fragmented. Our national narrative has regressed into a series of disclaimers.

This signifies a failure of leadership more than a failure of communication. Storytelling is strategic, and any nation serious about growth must embody three elements:

Instead, we exhibit institutional drift—a presidency with good intentions lacking vigor, a bureaucracy sluggish to respond, ministers delivering mixed messages, and a private sector waiting for 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, offering platitudes and hoping that someone still believes in the Mandela halo effect.

However, that halo has dimmed. It’s time to restore our credibility.

In reality, if South Africa were a corporation, investors would call for a new CEO or at least a revised strategy. Our shareholder letter would be filled with risk warnings, our future outlook would read “uncertain,” and our share price—our currency, reputation, and growth metrics—would trail behind the index.

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

Investors are not naive. They don’t expect perfection. They seek direction, momentum, and assurance that the country recognizes its challenges while genuinely striving for 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 starts with a trustworthy and targeted narrative—one that truthfully 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 quickly pivots towards opportunity and away from uncertainty.

Bryan Silke is an associate partner at Hudson Sandler.

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