THE modern matrix of state power is no longer determined by military dominance or ideological supremacy alone. Instead, it is shaped by a nation’s multidimensional capacity to align its institutional, economic, technological and cultural assets towards coherent strategic objectives. In this rapidly evolving environment, Pakistan must confront a fundamental gap in its strategic toolkit: the absence of a rigorous, institutionalised framework for assessing its comprehensive national power.

To operate effectively in a complex international order and to steer its internal development rationally, Pakistan needs a robust national power audit framework, grounded in empirical analysis, inter-disciplinary insight, and clear long-term strategic planning.

Pakistan’s geopolitical significance, young population, natural endowments, and military capabilities provide it with a strong foundation, but these attributes remain fragmented and underleveraged due to inconsistent policy planning and a lack of integrative strategy. A national power audit would potentially offer a systematic approach to measuring the country’s strengths and limitations across key domains.

The idea is not merely about compiling statistics, but aims at generating a dynamic, actionable model of power that enables policymakers to make strategic decisions based on real capacity rather than aspirational rhetoric.

Economic resilience forms the backbone of any credible power structure. A comprehensive power audit would dissect inefficiencies, and serve as an empirical basis for recalibrating policy measures. Likewise, a national power audit would help institutionalise civil-military integration to align defence modernisation with all national innovation systems.

Equally critical, and often neglected, is soft power — the ability to shape global perceptions and influence international norms through culture, values and reputation. Power audit tools would support targeted investments in global media outreach, international education part-nerships, sports diplomacy, and cultural branding — elements that can shift perceptions and build long-term influence in international institutions and public spheres.

A governance quality index, embedded in the audit, could measure decision-making speed, regulatory transparency, inter-agency coordination, and people’s trust in state institutions. This would enable reforms to be prioritised on the basis of their contribution to national resilience.

To make such a framework actionable, Pakistan must establish a permanent institutional body that would maintain a continuously updated power dashboard and publish periodic reports. These assessments should inform all policy processes. The framework must be methodologically rigorous, politically neutral, and designed to interface with both civilian and military decision-making ecosystems.

A national power audit is not an aca-demic indulgence; it is a core function of strategic statecraft. Without it, Pakistan remains reactive. With it, the state can plan proactively, prioritise resource allocation, anticipate external pressures, and set realistic objectives.

In this regard, the words of Sun Tzu remain as relevant as ever: “If you know the enemy and know yourself, you need not fear the result of a hundred battles.” The modern equivalent of knowing oneself is not guesswork or institutional memory; it is data, analysis and structured foresight.

For Pakistan, the choice is clear. It can continue to navigate uncertain terrain with outdated maps, or it can chart its future through precision and purpose.

Waqas Aziz Qureshi
Islamabad

Published in Dawn, June 19th, 2025