Jack Welch, the erstwhile CEO of the formidable American Conglomerate General Electric, once delivered a striking observation that resonates with enduring clarity: “If the rate of change on the outside exceeds the rate of change on the inside, the end is in sight,” or words to similar effect. This sage warning applies equally to individuals, communities, organisations, and indeed, entire nations.
In the wake of the recent elections in Malawi, our political parties—whether basking in victory or nursing the wounds of defeat—would do well to heed Welch’s counsel. Both winners and losers alike face an urgent mandate for introspection.
To appreciate this imperative, parties must grasp the perpetual flux occurring beyond their immediate control. Here, “outside” encompasses the broader social fabric of the nation, the opinions and aspirations of ordinary Malawians, as well as the influences and pressures exerted by global currents. The Malawian of 1994—fresh from the dawn of multi-party democracy—is a different being from the Malawian of 2012, and certainly from the Malawian of 2025. Yet, what is most striking is the anticipation of even more profound transformations in the half-decade ahead.
One of the most heartening developments is the gradual, yet unmistakable, shift in the national consciousness. More Malawians today think of themselves first as Malawians rather than solely through the prism of ethnic or regional identity. Of course, it would be naïve to overlook the stubborn persistence of regionalism in recent voting patterns—a clear indicator that our nation’s journey towards genuine unity and de-regionalisation remains a work in progress. By the year 2030, a new generation of young Malawians, for whom regional labels hold little significance, will have crossed the pivotal threshold of eighteen and entered the electorate as registered voters. Concurrently, many senior citizens entrenched in older regional affiliations will have passed on.
Another domain where Malawians have notably changed is in the manner and frequency with which they express their grievances and engage with power structures. Traditionally, access to key authorities, particularly those occupying the apex of government, has been limited. In response, citizens have increasingly turned to the media—both formal channels such as radio and television, and informal platforms like social media and community forums. Phone-in programmes, talk shows, and opinion panels have burgeoned, becoming vibrant spaces where voices from all walks of life are raised, often bluntly and with no small measure of passion. The authorities, while no doubt discomforted by some of the robust criticism, would prove themselves wiser if they were to lend a willing ear to those messages and promptly act to address genuine concerns.
Politicians must tread with caution when making promises. The electorate of contemporary Malawi is far less inclined to tolerate the duplicitous practice of pledging lofty ambitions and delivering paltry realities. Voters are becoming astute judges of credibility, demanding honesty before commitments are made. Empty vows will increasingly be met with public disdain and erode political legitimacy.
Moreover, the age of empty excuses for failing to meet promises is fading. While natural disasters, economic shocks, and unforeseen obstacles are acknowledged as genuine disruptors of government programmes, they should never constitute blanket justifications for absolute failure. What people expect is that leaders must be problem-solvers.
A personal anecdote underlines this message with striking relevance. During my tenure as part of the management team at Blantyre Print, now known as the Times Group, we were responsible for printing daily editions of the Times and the weekly Malawi News. When delivery delays occurred in Lilongwe, our Chairman—who resided there—would not hesitate to call and demand explanations. Though we presented an array of logistical challenges—late materials from suppliers, power outages, staff shortages—his response was unfailing and unwavering: “You hold those management positions to solve problems like these.” This philosophy, applied at the highest level of governance, dictates that those in power must remain resolute problem-solvers, not passive victims of circumstance.
In tandem with changing attitudes towards governance, Malawians are also increasingly rejecting subtle forms of injustice and corruption, such as nepotism. This insidious practice stems from a misguided conviction that particular regions or ethnic groups hold exclusive rights to govern and administer public affairs. This view is both outdated and offensive. In today’s Malawi, a growing number recognise that talent and capability are not the province of any one region. Nature’s laws apply universally: abilities—whether intellectual, physical, or leadership-related—follow what statisticians term a “normal distribution.” In any society, one finds a few individuals endowed with exceptional gifts, a minority challenged by limitations, but the vast majority occupying the broad middle range. This distribution holds for every corner of Malawi without exception.