As I observe the shifting geopolitics in the Middle East and take note of South Africa’s condolence letter to the Iranian government from Dirco, I’m reminded of last month’s televised conversation between President Cyril Ramaphosa and US President Donald Trump at the White House. Instead of affirming South Africa’s position on the global stage, this moment highlighted a troubling absence: a clear national narrative, a bold proposal, and a coherent outline of South Africa’s path and relevance to the world were all missing.

Read: Trump’s ambush of Ramaphosa leaves SA reeling

In my role advising companies preparing for corporate activities or market entry, we strive to craft narratives that turn complexity into clarity and showcase a company’s value proposition in ways that attract investment and build confidence. A powerful equity story forms the bedrock for meaningful investment decisions. Without it, enthusiasm wanes, financing shrinks, and opportunities are lost.

In that scenario, we followed protocol but lacked direction.

This is critical. In the global marketplace, narrative serves as currency. It influences risk assessment, how nations secure investments, and how agreements are formed. Right now, South Africa is lacking in narrative. We do not have a convincing argument for our significance, our direction, or why global entities should invest in us.

Reflect on the early 1990s. South Africa was then the compelling story—the miracle nation. Mandela’s release ignited global interest and prompted a positive reevaluation. Investors, diplomats, media, and multinationals rushed to embrace the spirit of reconciliation, democracy, and economic revival. We had an impressive Investor Relations presentation without even trying.

Today, investors ask: “What is the direction of this country?” Sadly, the silence is often profound.

It’s not a matter of lacking resources. We have mineral wealth, a strong industrial base, a sophisticated financial system, vast capital markets, a youthful population, global entrepreneurs, and world-class companies.

Yet, without a cohesive, meaningful narrative, these assets remain merely ingredients scattered on a kitchen counter.

Let me be clear: the global community owes us nothing. Capital flows freely, and attention is fleeting. While South Africa seeks affirmation, other nations are shaping compelling narratives—and thriving. Rwanda has transitioned from its horrific genocide of the mid-90s to being recognized as a global fintech hub. Kenya brands itself as the Silicon Savannah. Egypt entices investments with megaprojects and reforms. Even our neighbors—Namibia, Botswana, and farther afield, Ghana—are crafting investment narratives focused on green hydrogen, governance, and growth.

And South Africa? We are fixated on internal conflicts, entangled in energy crises, and stuck in policy paralysis. Our infrequent messages to the world tend to be defensive, reactive, or disjointed. Our national narrative has deteriorated into a series of disclaimers.

This strikes me as a failure of leadership more than a failure of communication. Storytelling is strategic; any nation serious about progress must adopt three core elements:

Instead, we present institutional drift—a presidency with good intentions but lacking energy, a bureaucracy slow to act, ministers who contradict one another, and a private sector waiting for signals that never come. When we do find ourselves in the spotlight—such as at the White House, Davos, or Brics summits—we appear unprepared, mumbling platitudes while hoping someone still believes in the Mandela halo effect.

However, the halo is fading. It’s time we reestablish our credibility.

The truth is, if South Africa were a corporation, investors would be calling 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 lag behind the index.

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

Investors are not naive. They don’t seek perfection. They look for direction, momentum, and assurance that the country recognizes its challenges while making tangible progress towards improvement.

Currently, we have little to offer. No thesis, no turnaround, no case for potential growth.

Restoring South Africa’s attractiveness to global investors and partners begins with a credible and focused narrative—one that accurately portrays 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 moves toward opportunity and away from uncertainty.

Bryan Silke is an associate partner at Hudson Sandler.

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