Economic Policy as People See It: A Management Setback Before a Resource Crisis
Talking about the economy is no longer a theoretical exercise or a matter of reports and figures. It has become a daily reality that people live with. Citizens feel it in their work, their income, and their ability to meet basic needs. Unemployment is rising and has reached worrying levels, especially among young people. At the same time, living costs are increasing and job opportunities are shrinking. Meanwhile, official discourse continues to speak about plans whose impact people do not clearly feel. This gap between words and reality did not emerge overnight. It built up over time and reflects weakness in how economic affairs are managed.
Recent weather events were not surprising, and better preparation was possible. What happened exposed weak readiness and poor infrastructure, particularly in the governorates. The problem is not the weather itself, but years of weak planning. Economic and service policies have often focused on dealing with crises after they occur, rather than preparing for them in advance. This approach increased losses and directly affected people’s daily lives.
It is inaccurate to view the current economic situation as a sudden crisis or a temporary condition. Economic policies were shaped over many years by successive governments. A number of current cabinet members were part of this process in earlier stages through different economic and executive roles. This means responsibility is not individual and not limited to one government, but institutional and cumulative, and it requires a serious review of the overall approach.
One of the clearest signs of this setback is the absence of clear priorities. The government speaks at the same time about job creation, attracting investment, reducing debt, and achieving growth, without defining what should come first. When everything becomes a priority, priorities are lost. Policies become scattered, and it becomes difficult to measure results or know what has actually been achieved on the ground.
The economy is also often managed in a reactive way. Decisions come after problems worsen, not before. Measures are taken after unemployment rises. Steps are announced after investment declines. Statements are made after public frustration grows. This approach reveals weakness in decision-making mechanisms, a lack of regular evaluation, and a failure to link policies to clear outcomes that people can feel.
The situation is further complicated by the lack of fairness in how the cost of this setback is distributed. Citizens carry the largest burden through lower incomes, weaker services, and fewer job opportunities. This is happening while public debt has reached high levels, without a noticeable improvement in living standards. This reality weakens trust and makes talk of reform less convincing. In managing this reality, the media narrative has played an unhelpful role. The focus has often been on defending performance and improving the image, rather than offering clear explanations and serious review. This approach has not succeeded, because people compare what is said with what they experience every day. When the gap between discourse and reality persists, credibility erodes and trust declines.
At the same time, regional instability is frequently presented as the main explanation for these outcomes. There is no doubt that the region is facing difficult conditions. However, turning these conditions into a constant excuse that covers weak domestic management does not help solve the problem. It delays confronting real issues and prevents an objective evaluation of economic policies.
In the end, the problem is not a lack of ideas or resources. It lies in the way economic affairs are managed, in unclear priorities, and in weak accountability. Solutions do not start with launching new plans, but with changing the management approach, linking decisions to their results, and holding decision-makers accountable. Without this change, the same problems will continue, and the cost of addressing them will keep rising over time.
Talking about the economy is no longer a theoretical exercise or a matter of reports and figures. It has become a daily reality that people live with. Citizens feel it in their work, their income, and their ability to meet basic needs. Unemployment is rising and has reached worrying levels, especially among young people. At the same time, living costs are increasing and job opportunities are shrinking. Meanwhile, official discourse continues to speak about plans whose impact people do not clearly feel. This gap between words and reality did not emerge overnight. It built up over time and reflects weakness in how economic affairs are managed.
Recent weather events were not surprising, and better preparation was possible. What happened exposed weak readiness and poor infrastructure, particularly in the governorates. The problem is not the weather itself, but years of weak planning. Economic and service policies have often focused on dealing with crises after they occur, rather than preparing for them in advance. This approach increased losses and directly affected people’s daily lives.
It is inaccurate to view the current economic situation as a sudden crisis or a temporary condition. Economic policies were shaped over many years by successive governments. A number of current cabinet members were part of this process in earlier stages through different economic and executive roles. This means responsibility is not individual and not limited to one government, but institutional and cumulative, and it requires a serious review of the overall approach.
One of the clearest signs of this setback is the absence of clear priorities. The government speaks at the same time about job creation, attracting investment, reducing debt, and achieving growth, without defining what should come first. When everything becomes a priority, priorities are lost. Policies become scattered, and it becomes difficult to measure results or know what has actually been achieved on the ground.
The economy is also often managed in a reactive way. Decisions come after problems worsen, not before. Measures are taken after unemployment rises. Steps are announced after investment declines. Statements are made after public frustration grows. This approach reveals weakness in decision-making mechanisms, a lack of regular evaluation, and a failure to link policies to clear outcomes that people can feel.
The situation is further complicated by the lack of fairness in how the cost of this setback is distributed. Citizens carry the largest burden through lower incomes, weaker services, and fewer job opportunities. This is happening while public debt has reached high levels, without a noticeable improvement in living standards. This reality weakens trust and makes talk of reform less convincing. In managing this reality, the media narrative has played an unhelpful role. The focus has often been on defending performance and improving the image, rather than offering clear explanations and serious review. This approach has not succeeded, because people compare what is said with what they experience every day. When the gap between discourse and reality persists, credibility erodes and trust declines.
At the same time, regional instability is frequently presented as the main explanation for these outcomes. There is no doubt that the region is facing difficult conditions. However, turning these conditions into a constant excuse that covers weak domestic management does not help solve the problem. It delays confronting real issues and prevents an objective evaluation of economic policies.
In the end, the problem is not a lack of ideas or resources. It lies in the way economic affairs are managed, in unclear priorities, and in weak accountability. Solutions do not start with launching new plans, but with changing the management approach, linking decisions to their results, and holding decision-makers accountable. Without this change, the same problems will continue, and the cost of addressing them will keep rising over time.
Talking about the economy is no longer a theoretical exercise or a matter of reports and figures. It has become a daily reality that people live with. Citizens feel it in their work, their income, and their ability to meet basic needs. Unemployment is rising and has reached worrying levels, especially among young people. At the same time, living costs are increasing and job opportunities are shrinking. Meanwhile, official discourse continues to speak about plans whose impact people do not clearly feel. This gap between words and reality did not emerge overnight. It built up over time and reflects weakness in how economic affairs are managed.
Recent weather events were not surprising, and better preparation was possible. What happened exposed weak readiness and poor infrastructure, particularly in the governorates. The problem is not the weather itself, but years of weak planning. Economic and service policies have often focused on dealing with crises after they occur, rather than preparing for them in advance. This approach increased losses and directly affected people’s daily lives.
It is inaccurate to view the current economic situation as a sudden crisis or a temporary condition. Economic policies were shaped over many years by successive governments. A number of current cabinet members were part of this process in earlier stages through different economic and executive roles. This means responsibility is not individual and not limited to one government, but institutional and cumulative, and it requires a serious review of the overall approach.
One of the clearest signs of this setback is the absence of clear priorities. The government speaks at the same time about job creation, attracting investment, reducing debt, and achieving growth, without defining what should come first. When everything becomes a priority, priorities are lost. Policies become scattered, and it becomes difficult to measure results or know what has actually been achieved on the ground.
The economy is also often managed in a reactive way. Decisions come after problems worsen, not before. Measures are taken after unemployment rises. Steps are announced after investment declines. Statements are made after public frustration grows. This approach reveals weakness in decision-making mechanisms, a lack of regular evaluation, and a failure to link policies to clear outcomes that people can feel.
The situation is further complicated by the lack of fairness in how the cost of this setback is distributed. Citizens carry the largest burden through lower incomes, weaker services, and fewer job opportunities. This is happening while public debt has reached high levels, without a noticeable improvement in living standards. This reality weakens trust and makes talk of reform less convincing. In managing this reality, the media narrative has played an unhelpful role. The focus has often been on defending performance and improving the image, rather than offering clear explanations and serious review. This approach has not succeeded, because people compare what is said with what they experience every day. When the gap between discourse and reality persists, credibility erodes and trust declines.
At the same time, regional instability is frequently presented as the main explanation for these outcomes. There is no doubt that the region is facing difficult conditions. However, turning these conditions into a constant excuse that covers weak domestic management does not help solve the problem. It delays confronting real issues and prevents an objective evaluation of economic policies.
In the end, the problem is not a lack of ideas or resources. It lies in the way economic affairs are managed, in unclear priorities, and in weak accountability. Solutions do not start with launching new plans, but with changing the management approach, linking decisions to their results, and holding decision-makers accountable. Without this change, the same problems will continue, and the cost of addressing them will keep rising over time.
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Economic Policy as People See It: A Management Setback Before a Resource Crisis
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