Moving from the ad hoc, and centralized, time-centered development plans of the
1960s and 1970s to future visions that stretch to 2040, the Gulf states have
become global competitors and seek to diversify their economies to match the
ever-changing regional and global realities.
اضافة اعلان
Jordan and Egypt
have joined the race of transformation in a more serious manner in the past few
years. Despite the contentious issues of social and political identities, the
Gulf states’ march ahead, which is fueled by oil and gas revenues, is
unstoppable. Jordan and Egypt have to rely on human capital and management.
There are other significant differences, in the boldness and seriousness of
implementation.
The Saudi vision
2030, which was unveiled 2016, is by far the boldest and most ambitious thus
far. It aims at “creating a diversified, innovative and world-leading nation,
for the benefit of future generations”.
The Saudi
government delivered on the economy and more. The Economist Intelligence Unit
reported last week that the Saudi economy will be the fastest growing “major
economy” in 2022. The social transformation that the Saudi government undertook
and achieved cannot be missed. The feeling in the streets of Saudi Arabia is
that there is a sense of ownership in the reform and transformation processes.
The slogan “dynamic society” delivered “unprecedented change” by “reshaping the
social and cultural landscape in pursuit of a new era of inclusive
opportunity”. The fast-paced Saudi transformation is presenting a catch-up
challenge to all others.
The UAE’s multiple
visions produced a world-class business and tourism hub in Dubai, whose vision,
efficient implementation, and achievements preceded all others in the region,
and, directly or indirectly, is reverberating across the region.
The “New Kuwait”
2035 vision, which was launched in 2019 in line with the UNDP Sustainable
Development Goals with the aim of “transforming Kuwait into a financial and
trade hub” where “the private sector leads the economy, creating competition
and promoting production efficiency”, is not only less ambitious compared to
the Saudi 2030 vision but also seems more reluctant to effect social change, as
the language of the document suggests.
Despite the contentious issues of social and political identities, the Gulf states’ march ahead, which is fueled by oil and gas revenues, is unstoppable. Jordan and Egypt have to rely on human capital and management.
Oman Vision 2040
puts the sultanate in a position to “overcome challenges, keep pace with
regional and global changes, generate and seize opportunities to foster
economic competitiveness and social well-being, stimulate growth, and build
confidence in all economic, social and developmental relations nationwide”.
The Omanis refer
to the “renaissance era” that preceded the current vision and are working hard
on diversifying the economy after building world-class infrastructure across
the country. They show a very serious drive to change the business environment,
while preserving the “authentic culture”.
The Qatari vision
is on a cautious path toward “modernization and preservation of traditions”.
The provisional outcome is commendable.
The Bahrain
economic vision 2030’s overall direction of business and competitiveness drive
“focuses on shaping the vision of the government, society, and the economy,
based on three guiding principles: sustainability, fairness, and
competitiveness”.
What is missing in
some of these visions are publicly available reports on milestones, key
performance indicators, learned lessons, and corrective actions to address
glitches in implementation.
The two models
that are more advanced in this regard are those of Dubai and Saudi Arabia. The
rest of the countries still have some catching up to do.
The key is found
in Oman vision 2040: “keep pace with regional and global changes”. This
requires from all not only a “desire to do” and an “ambition to achieve”, but
also decisive and efficient management that is based on competitive
performance, reward, and punishment. Jordan’s economic vision 2033 and Egypt’s
2030 are no exception.
Fares Braizat in the chairman on NAMA Strategic Intelligence
Solutions, former minister of youth, moderator of the working group on Tourism
as part of Jordan Economic Vision 2030, and member of the Royal Committee to
Modernize the Political System. [email protected]
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