The vision part of Vision 2030 is all about what everybody envisions for Pakistan. It is good to see it articulated in words that are music for all ears.

For example, Pakistan is to become “a vibrant knowledge economy” with “economics of knowledge ……underpin (ning) policies for growth” that would “redefine and transform …institutions and structures of the state, national policies, strategic priorities, and long-term benchmarks” to “build a nation whose development is measured not through mere statistics of economic growth but by the quality of life of all its people, especially the vulnerable and dispossessed, who must be placed at the centre of national development.” Vision 2030 talks about “inclusive” development based on a “social, economic, and political system” driven by “rule of law……….justice and equity.”

Vision 2030 statement gives an impression that Pakistan will now be managed strategically. In strategic management, however, vision is just the first step whose articulation should then lead to the development of a more specific crystal clear mission statement that should be, amongst other factors, challenging but truthful, realistic, and inspiring. Following this second step is the delineation of specific objectives with timelines coupled with strategies that would actually give a deft touch in the direction of goal attainment through streams of decisions that would impel forceful action towards mission accomplishment in external environments that may well be turbulent.

The environment needs to be scanned and a full SWOT (strengths, weaknesses, opportunities, threats) analysis is done before and during strategy formulation and thereafter. Formulation and implementation of strategies moves in tandem in a real life situation with evaluation and course adjustment also undertaken in parallel to stay on course or to adjust if need be to realise the goal eventually. Once a vision is articulated and the first move made in the desired direction, there is then no internal or external reason why the vision might remain unrealised if the pursuit is passionate that is implicit in the entire process of strategic management.

The development of vision implies sincere thought behind the lofty goals articulated therein. Its transformation into a mission statement connotes galvanisation of an even stronger sentiment that would imbue the strategic actors with a missionary zeal who would then leave no stone unturned to realise it. Strategic management is not just about the best ‘heads’ behind the process. It is also about the best ‘hearts’ without which brains may hijack or defeat the process if the hearts are not well-meaning.

So, vision statements for sure are not developed for reasons of expediency followed by haphazard, awkward, and clumsy movement in the desired direction. There should be a clear pattern and method in the way progress is then made towards vision realisation. Following Vision 2030, we, therefore, await the continuation of strategic management process as it should be executed if that is what it is. And, there is more to the process of strategic management than what is mentioned above.

Vision statement may be the vision of the chief executive but it cannot be translated into mission of all unless all are carried along. So, unless people are involved, vision of one or a few at the top remains as such and cannot see the light of the day unless people relate to it, understand it, own it, and give commitment to it. For, no one man can accomplish what he envisions single-handedly. Not until there are others who have the same belief system, vision realisation is next to impossible.

The lofty goals of “people at the centre” and “inclusive development” can be achieved only if the wealthy elite asset-owning classes are willing to let go and share. Not until they are a part of this process, it is hard to believe that the vision will translate into reality. How these will be made to steer the process and be involved in it is unclear and not addressed in the vision statement. For, there is a lack of congruence between the interests of the power-wielding wealthy elite and that of the “vulnerable and dispossessed” whom Vision 2030 plans to uplift.

This zero-sum game played out now is all too visible to the naked eye. Big economic interests do not yield even on the issue of wheat and sugar prices. They cannot be made to yield by the establishment because of the political support provided by these business interests to the powers that be.

How then will those-who-matter be involved in the accomplishment of a mission that will not inspire them? If these big business and landowning interests remain lukewarm or resist action in the stated direction, who then will pursue it with a missionary zeal required essentially for goal realisation? Will those at the helm be able to surmount this hurdle of relentless wealth accumulation by those who also happen to be key political support providers to the ruling class?

The above SWOT analysis needs to be done to determine the feasibility of Vision 2030. The existing structures of social, economic, and political power are a major challenge or a threat or a weakness that will surely hinder goal attainment unless there is a strategy to deal with them. This strategy should be delineated in the strategic intent paper that should follow after or with the mission paper.

For, one gets an impression that it is the same ‘trickle-down’ route that is still the intent behind the Vision 2030 paper. For, even though there is a desire to measure economic development not by mere “statistics” but by “quality of life of all,” the “Pakistan in 2030” tends to betray the same old thought under a new garb when it says, “It (Pakistan) will emerge as a major economic power and will be ranked among the top 20 countries on the basis of a 7-8 per cent sustained growth. Its GDP is expected to be $1000 billion, with per capita incomes of around $13,000 in current PPP (purchasing power parity) terms.”

Immediately thereafter is a claim about a “high quality of life in both rural and urban areas.” ‘How’ remains a question mark here. Elsewhere, following concepts are mentioned “basic needs” provision, gainful employment, “pro-poor planning,” “labour productivity” enhancement, and “skill generation.” There is a lack of clarity about the environment of opportunities that will remain restricted if gains from growth continue to flow to the asset-owners who will, in all probability, invest, if at all, in capital- and technology- intense methods that are labour-saving. And, emphasis on technology is immense in the vision paper. ‘Technology’ at times is even used synonymously and interchangeably with “knowledge.”

While knowledge-base does use science and technology, there is a lot more to knowledge than just science, computers, and information technology. We require modern management technology to run our micro-level organisations on professional lines so that they become competitive at home and abroad. Effective management and administration are driven by sound value system. One would have liked to see an expression of values and attitudes required essentially to spur development. Capitalist development in the West was underpinned by Protestant ethics of hard work, honesty, and frugality that actually is universal ethics. In our Islamic Republic, we need to close the Quran-practice gap in all spheres of life. In the economic sphere in particular, it is the “due measure and due weight” teaching of the Holy Quran that precisely and concisely encapsulates the entire body of knowledge of strategic management in all aspects of life.

These values should have been mentioned first and foremost in Vision 2030 for the Islamic Republic of Pakistan. It is the internalisation and institutionalisation of these values that will enable the chief strategist to surmount all obstacles some of which are mentioned herein. For, no one in this country should continue to get a share disproportionately large and no one should be deprived from his/her just share. This is justice as justice is due share—neither more nor less. So, justice is not just about elimination of deprivation. Justice is also about putting an end to undue accumulation. Unless reinforced by this value system, it will be difficult to translate Vision 2030 into a reality.