Assessment and Achievement of the Saudi Vision 2030 to Diversify its Economy.

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Assessment and Achievement of the Saudi Vision 2030 to Diversify its Economy.

Horasis Global Meeting, 8 June 2021

Dr. Turki Faisal Al Rasheed was one of the panelists at the recently concluded Horasis Global Meeting, with the theme of Fostering Shared Humanity. The event, which was held online on 8 June due to the ongoing impact of COVID-19, is one of the foremost meetings of the world’s leading decision makers from business, government, and civil society, with around 1,000 global leaders participating.

The Horasis mission is to enact visions for a sustainable future; its guidance to corporate leaders is based on these values: sustainability, principled leadership, and community. The Rewriting the Rules of Governance session that took place during the event highlighted the growing public skepticism with regard to the way our institutions work. The impact of COVID-19 and the pressures of accelerated technological change are further eroding social cohesion and the healing factor of better governance. Delegates focused on the potential solutions to the global disruption caused by the pandemic and the need for compassionate leadership to identify and negotiate sustainable paths out of the crisis. Questions asked included: How to reverse this alarming trend? How to rewrite the rules of governance in an era of heightened uncertainty and to foster shared humanity?

Dr. Al Rasheed contributed with a talk entitled Assessment and Achievement of the Saudi Vision 2030 to Diversify its Economy. The talk looked at how, in the past, to ‘get things done’, people went to someone they knew had some power. However, that leaves out the people who do not know any powerful people. In the public sector services, all people must count, which the Saudi Vision 2030 has been addressing, so that everyone can access important and improved government services.

Recognizing these problems was the first step toward this vision

Recognizing these problems was the first step toward this vision. The leadership recognized that, before the launch of the long-term vision, public sector services often failed to meet the expectations of citizens in delivering satisfactory services. Therefore, the leadership contracted with international consultants to deliver national strategies, to diversify the economy & improve public sector services, quality of life, and unemployment, improving health, education, recreation, tourism, e-government services & infrastructure. Consultants and experts were put in place to deliver state-of-the-art strategies, programs, and initiatives of Vision 2030. These experts met the necessary requirements of agility, efficiency, motivation, education, and experience, all important qualities to strengthen & achieve the programs & initiatives.

The Saudi leadership trained civil servants and employees, and recruited private sector executives to lead the transformation. Transitioning private sector leaders into the public sector brought the challenges of the extensive processes, policies and procedures required to achieve change. The leaders needed to learn and re-learn government office protocols & communications. They needed to learn the procedures to receive approval from multiple levels of the government’s chain of command. And, finally, they needed to learn how to work with public sector stakeholders. 

One of the main factors in enabling and motivating these private sector leaders to make the move to the public sector was the opportunity to be part of a transformation that would impact the Kingdom and region at large.

 

Achieving Saudi Vision 2030 and the associated restructuring of government institutions has led to several dramatic shifts in public sector institutions. Recruiting private sector executives for leadership positions in the public sector reflected the strategic objectives, promoted a new approach in the public sector, and enhanced public-private networks and partnerships.

Achieving Saudi Vision 2030 and the associated restructuring of government institutions has led to several dramatic shifts in public sector institutions. Recruiting private sector executives for leadership positions in the public sector reflected the strategic objectives, promoted a new approach in the public sector, and enhanced public-private networks and partnerships.

Institutions have also reformed, and are providing outstanding services with dignity to service receivers. Outdated bureaucratic processes were removed when the government provided E-Services to citizens and residents.  Now it is all available online.  And that is the result of the collective groups merging their expertise. This has been a big victory for Saudi Arabia, its leaders and its people, and offers examples and strategies for other countries to follow or adapt to their own circumstances.

Dr. Al Rasheed’s closing statement ended with a quote from Mahatma Gandhi, “Good government is no substitute for self-government”.

For more information about, please visit www.tfrasheed.org

Books published

Agricultural Development Strategies: The Saudi Experience, published by Lambert Academic Publishing Company (2012) (English)

Agricultural Development Strategies: The Saudi Experience, published by the Center for Arab Unity Studies (2012) (Arabic)

Sustainable Development Strategies in the Arab States of the Gulf, published by Gerlach Press (2015)

Public Governance and Strategic Management Capabilities: Public Governance in the Gulf States, published by Routledge (2018)

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