Governance: the missing piece

We as a Nation, per haps, rank better than many other developing countries to the extent that we think ahead and are responsive to creativity. Our thinking processors are actively pro-active, albeit occasionally, and negatively too. Positive and creative thinking is not unknown to us.

This fact is supported by the dynamics of our youthful population. This is generally estimated at about 65 percent being below the age of 30 years. And this segment is exposed and is dealing with technology. Obviously, this is a huge potential.

But it can go both ways. It can be a positive potential, if harnessed for achieving greater economic productivity .However, it can be a lethally negative, if they are not provided with opportunities to experiment and excel. This literally can prove to be a ticking bomb. To the lack of opportunities due to the malaise of nepotism, their silent reaction is to move overseas. It is believed only in the last couple of years we have lost to overseas opportunities almost 1.5 million professionals. The issue is governance.

The advancements in science and technology today place upon the leadership a great responsibility of how to educate the masses. The painful reality of over 25 million school-going age children remains outside the ambit of receiving schooling stares at us, glaringly.

Added to this misery is the issue of being obstinate in pursuing old syllabus and an even more antiquated methodology of teaching and training.

Fortunately for us, our Founder, Mr Jinnah, had laid down our expected governance standards in his epoch speech of 11th August, 1947, to the Constituent Assembly, with crystal clear clarity. Unfortunately, however, history records that his speech was not only truncated, but was also expunged of important constitutional matters, to serve the interest of the deviants across successive governments.

He had spelt out Pakistan’s approach to subjects like fundamental duties of the government; the accountability process in a democratic setup; the menace of corruption and the rights, privileges and duties of the common man and, above all, the subservience needs of the various state organs to the lofty democratic principles. All these were way laid for the perpetuation and preservation of vested interests. The less said the better.

Post 1947-48, our lack of focus in redefining what is good governance for us and what internationally accepted best practices are. While we are quick and adept at developing “policy standards”, we are seized by inertia when it comes to implementation. The derailment of a good policy begins with the abuse of the authority to make, “exceptions”. It becomes impossible to have any standards of governance, if the prevailing environment is driven more by exception than by rules.

The flouting of traffic signals by both the elite and not so elite is a small example of our general behaviour where breaking laws or rules is seen as a sign of power and authority.

Leadership at every level of society, economy, and political setup is more inclined to turn a blind eye to the violative behaviour. In a manner, the followers be it in the government or private sector tend to forsake good practices of better governance largely because they feel protected by the collective misdeeds of their supervisors; hence are encouraged to do their bit of misgovernance, they are strong subscribers to the adage “it is ill sitting in Rome and striving against the Pope”.

The malaise travels deep in such circumstances; in fact, to the lowest levels of the hierarchy.

Good governance is the antidote to corruption. The hydra-headed monster of corruption grows like the Banyan tree- — enveloping and shadowing all types of corruptive practices. The best format of corruption is the legalised dispensation of subsidies that are abusively used; these are not enjoyed by the masses but by the powerful elites only. In fact, the non-elite foot the bill of privileges enjoyed by the elite.

The general standards of good governance relating to government, state-owned institutions, private sector entities, coupled with data protection and integrity, are based on the fundamental principles that, inter alia, include transparency, accountability, the pre-dominance of law and legal structure; effectiveness, its efficacy and efficiency coupled with responsibility to uphold these principles.

For delivering good governance it is essential to have in place quality ‘human capital’; whether it be the government or the private sector. Our attention to develop and harness the potential youth of the country is seriously impaired by neglect and inattention. The long-term consequence of the strategy would mean we shall be governed by the less intelligent human resources.

Good governance and best practices must serve as strength for inducing local and foreign investment into the economy. These should not become tools of excuse for inaction and the perennially addictive mental blockage towards change and adoption of new rules and technology.

For good governance to prevail, we must bear in mind that ice melts from the top and the fish rots from the head. Governance has to be embraced by leadership first; only then will followers follow.

Copyright Business Recorder, 2026