As I watch the evolving geopolitics in the Middle East, alongside South Africa’s condolence letter to the Iranian government from Dirco, I am reminded of last month’s televised dialogue between President Cyril Ramaphosa and US President Donald Trump at the White House. What could have been a moment to reinforce South Africa’s stance on the global stage instead exposed a concerning void: there was no definitive national narrative, no bold proposal, and no coherent explanation of South Africa’s trajectory or its significance to the world.

Read: Trump’s ambush of Ramaphosa leaves SA reeling

In my role advising companies gearing up for corporate activities or market entry, we aim to develop narratives that simplify complexity into clarity and present a company’s value proposition in appealing ways that draw investment and instill confidence. A compelling equity story forms the foundation for serious investment decisions. Without it, interest wanes, financing diminishes, and opportunities slip away.

In that moment, we adhered to protocol but lacked purpose.

This is crucial. In the global marketplace, narrative acts as currency. It determines how risk is assessed, how nations attract investment, and how agreements are realized. Currently, South Africa is deficient in narrative. We lack a persuasive argument for our importance, our direction, and why international entities should invest in us.

Consider the early 1990s. South Africa was then the story—the miracle nation. Mandela’s release sparked global interest and brought a positive reevaluation. Investors, diplomats, media outlets, and multinationals lined up to be part of reconciliation, democracy, and economic revival. We had a visionary Investor Relations deck without even trying.

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

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

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

Let me be clear: the world is under no obligation to us. Capital shifts freely, and attention is fleeting. While South Africa waits for affirmation, other nations are presenting powerful stories—and succeeding. Rwanda has transformed from its association with the horrific genocide of the mid-90s to being seen as a global fintech hub. Kenya promotes itself as the Silicon Savannah. Egypt attracts investment with megaprojects and reforms. Even our neighbors—Namibia, Botswana, and further afield, Ghana—are shaping investment narratives centered on green hydrogen, governance, and growth.

And South Africa? We are focused inward, embroiled in factional disputes, trapped in energy crises and policy paralysis. Our rare messages to the world tend to be defensive, reactive, or fragmented. Our national narrative has devolved into a series of disclaimers.

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

Instead, we present institutional drift—a presidency with good intentions devoid of vigor, a bureaucracy sluggish to act, ministers that contradict one another, and a private sector awaiting signals that never materialize. When we do find ourselves in the spotlight—such as 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 restored our credibility.

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

Yet, this can transform. We have done it before. What we require is an audacious refresh of our national narrative—one that is investment-grade, one capable of captivating the global audience, and one that truly mirrors the potential we frequently discuss.

Investors are not naïve. They don’t require perfection. They seek direction, momentum, and assurance that the country acknowledges its difficulties while making genuine strides toward improvement.

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

Restoring South Africa’s appeal to global investors and partners starts with a credible and focused narrative—one that accurately reflects our challenges and the depth of our potential. This demands 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 navigates toward opportunity and away from uncertainty.

Bryan Silke is an associate partner at Hudson Sandler.

Follow Moneyweb’s in-depth finance and business news on WhatsApp here.