Promoting design for global business in Brazil

Guest blog by Isabel Tarrisse da Fontoura

“The flow of life envelopes everything. That’s life: it heats up and cools down, it tightens and then loosens up, it becomes calm and then unrests. What it wants from us is courage”.

João Guimaraes Rosa

1. An act of courage

The Harvard Kennedy School (HKS) program Implementing Public Policy (IPP) is an act of courage. It is so from the day you decide to commit to six months of action learning in the middle of a global pandemic to, today, as we end this journey with 142 peers from 47 countries and the HKS team, and we’re moving ahead working on pressing challenges we care too much about to let go.

The good part is that every ending is a new beginning.

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Lacking stakeholder engagement in policy-making process in Turkey

Guest blog by Emir Gelen

IPP Program Journey: Empathizing with peers from public sector

As a young public policy professional having seen and worked both in government and private sectors a little more than 10 years of experience, I have been always aware of the importance of self-development. The COVID-19 period has changed the way of doing business, social interactions as well as corporate cultures and even the running of bureaucracy. Besides the heartbroken outcomes and drastic impacts of the pandemic process, I believe that the “new normals” of our daily lives have provided us a new opportunity of using our time more efficiently. The company I am working for has a principle called “Learn and Be Curious” which tells us that leaders are never done learning and always seek to improve themselves. I am a person with high curiosity about new possibilities, so this is how I decided to enroll in Harvard Kennedy School’s Implementing Public Policy Executive Education program.

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Exploring economic diversification in Azerbaijan

Guest blog by Gasimli Vusal

“Leading Economic Growth” program gave us the know-how we can start implementing to promote economic growth in our city, region, or country at this difficult time. Staff ensured us that the more we invest, the more we will derive from the program. 

My country, Azerbaijan, tripled its economy during the last 15 years and aims to double its economy relying on non-oil sector in the next 10 years. In post-conflict and post-pandemic period, accelerating growth is major target of Azerbaijan’s five national priorities outlined in the country’s “2030 Strategy,” which has been based on the United Nations’ “Transforming our World: The 2030 Agenda for Sustainable Development”. After the peace agreement between Armenia and Azerbaijan in November 2020, the latter immediately set to work on the decontamination, reconstruction, rehabilitation and reintegration of liberated Karabakh, which had suffered enormous destruction over the course of the occupation over the last 30 years. Reintegration of newly-released territories and 6 percent population growth perspective by 2030 create new opportunities and challenges from growth perspectives.

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Tackling limited diversification and decreasing exports in Ethiopia

Guest blog by Yilma Nati Tefsu

I want to start my answer to the final week of this amazing course by saying something different, something that has nothing to do with the question above but a reflection of the many positives I have gotten from this course and the great people I have met along the way. This course has not only taught me the means and tools to tackle my growth challenge but also has introduced me to as a set of like-minded and brilliant people who are seeking change and growth in their own little worlds, whatever shape that may take. Now that we have gotten that out of the way, let me dive into the questions.

Week 1 and Week 2 were a time for me where I struggled with what I know to be key challenges in my country and what the complex and critical challenges are in terms of knowhow/technology and approaches needed to solve the problem. Using this mindset, I narrowed down on were three issues I felt needed to be addressed. These challenges were limited export diversification, constrained Institutional capacity for implementation, and emerging macroeconomic imbalances.

While all three challenges were critical in both the context and how they can be solved using the PDIA approach as a way forward, I also felt that looking at the rock song chart of Professor Ricardo and the Atlas of Economic Complexity Outlook for my country, that limited diversification and decreasing exports (need to identify new sources of growth) was the growth challenge that I needed to focus on.

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Panama Embassy official writes about promoting US-Panama trade ties

Guest blog by Franklin Morales, Head of Commercial and Economic Affairs at the Embassy of Panama in the United States.

A few years ago, I became a diplomat of my country in the United States.  Over time, I gained more responsibility until I became the Head of the Commercial and Economic Section. I am responsible for investment promotion and building partnerships with the American private sector. Although I had previous experience in partnership building, I realized I needed additional tools to tackle some of the policy challenges I was facing.  I wanted to affect change and create public value, but I was uncertain about how to proceed.

Over the last 20 years, Panama has been a success story in terms of economic growth. The country attracted over 150 multinational headquarters, and its income per capita almost tripled in the same period. Although Panama made significant progress in reducing inequality while growing, distribution of income and opportunities remains a challenge in the eyes of most of its citizens and leaders.  Furthermore, growth in the last few years has stagnated, bringing a heightened risk of social dissatisfaction. The same risk that has affected other countries in the region. That is why Panama’s leaders want to promote growth through different avenues.  Two of those strategies include the Digital Hub Strategy and the Advanced Manufacturing Strategy. Both seek to diversify Panama’s exports to advanced sectors. Although these are not the only efforts in place, they are the ones that relate most to my job.  

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What if it’s not broken yet?

Guest blog by Carmel Quin

Western Australia is a prosperous State in a diverse and wealthy country. Our growth challenge is not one that we experience today – but one that looms large on the horizon. 

Much of the State’s wealth comes from the export of non-renewable commodities – natural resources that will not last forever. If we want to maintain our standard of living in the future, it is vital that new drivers of growth are developed.

The question I, and many others, have sought to understand is – what might these new growth opportunities be and how can we best support them? Further, how can we prompt meaningful and sustained action to address a problem before its impacts are felt?

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Promoting Equitable Investment and Job Generation in Fort Worth, Texas

Guest blog by Robert Sturns

When I began the Leading Economic Growth program, my goal was really driven by a desire to understand how we could have a more equitable distribution of investment and jobs throughout my community. As we really begin to dig into issues of economic complexity, I discovered that our issue was much larger than just ensuring an equitable distribution of jobs. We really needed to focus on driving overall investment to the community as a first step and then ensure that those opportunities were experienced across the City. You can see this shift in thinking occur as you look at the fishbone exercises I completed over the course of the program.

As I studied the issue and thought through our challenges, I began to really see the binding constraints that are impacting our efforts. While marketing and promotion of the City is an easy first step that should be encouraged, it is increasingly difficult to convince new large-scale businesses to open in certain areas of the city. Business consolidations and web technology have eliminated many of the traditional neighborhood serving businesses and left low-income alternatives in their place. Because the high-skilled jobs are in other areas of the city that lack public transportation, these communities do not get the benefit of growing know how through a formal corporate environment and rely on individual operators in a less formal environment that impacts wages and know how. Low human capital is also a challenge for our underserved areas in that the high school graduation rate for minority (particularly African-American) students lags significantly behind their white counterparts.  This suggests that they will not be prepared for the incoming jobs of the future if we do not begin to take steps to address this problem.

Since marketing/promotion of the City has been an identified area of need that could be easily implemented, I was very interested in working on a CINDE like approach to our marketing challenges that would engage partners at the city, chamber(s) of commerce and the business community. By utilizing this model, the entities could focus on specific targets within an industry and spend time and effort on marketing to those businesses and building relationships. We have already begun having those conversations with the chamber of commerce, and have developed a perception survey that was sent out to over 100 site selectors to gauge their impressions of Fort Worth, and why we may not be seeing as many recruitment opportunities as we would like to see. Following the survey, both the city and chamber will begin to look at how we can develop a more comprehensive and proactive pitch campaign utilizing additional feedback from our local business community.

As I mentioned, identifying the true binding constraint on our growth was also a key part of the course that I focused on during the program. Fort Worth completed an economic development strategic plan three years ago that comprised over 200 recommendations or policy reforms to be undertaken by various organizations across the city. While we have made progress on many of the recommendations, that has not resulted in significant new business attraction/investment or new job creation. The recommendations and polices we have pursued do not seem to have identified the real binding constraint of why we are not attracting more development opportunities. In particular, one challenge that was highlighted in my fishbone diagram, is that we do not have the resources in place to accomplish some of the more primary tasks we need to complete as identified by the plan. In looking at how we could improve our efforts, we will need to drill down to what is our true binding constraint and focus our efforts there as additional resources are not likely in the near future. It will be imperative to pare back a lot of the recommendations going forward and focus on what is truly making an impact on our community.

A final insight from the course that was very illuminating was on the concept of the city’s identity and sense of “us”. Fort Worth, while being the 13th largest city in the U.S., describes itself as being a large city that maintains a small-town feel. We pride ourselves on our western heritage by embracing slogans like “The City of Cowboys & Culture” which is part of our identity and make up the sense of what makes us Fort Worthians. However, that sense of “us” does suggest a community that is not very diverse or progressive to those not from Texas, and can be a significant challenge when trying to attract new investment from other parts of the country. Younger residents of the city have a much different perception of the city and how it needs to promote itself. While they still have pride in the “maverick” spirit of the city, younger residents are more aligned and interested in the progressive neighborhoods, artists, creatives and entrepreneurs that make up the community. In addition, our minority residents often do not see themselves reflected in the perception of “us” that is promoted nationally and should have better representation. In considering enhanced marketing efforts and promoting the city in order to deal with the growth challenge, we will have to balance keeping some semblance of what makes the city what it is, while promoting the opportunities it can provide and what it could be in the future.

Given that my growth challenge is specifically about investment and equity, I was really intrigued by the efforts of bringing inclusion to the forefront of our growth strategies and would like to explore this in more depth in the future. In looking at models like the Brookings Metro Indicators or OCED, setting metrics on wage growth, poverty rates and job growth in underserved areas, seem to be efforts that should be pursued at the city, state and national level. The big question will be how to balance growth while also tackling inequity. As Dr. Hausmann so eloquently put it during our closing session, the problems we face may be clear, but the proposed solutions may not give a full answer to the problems due to our assumptions and beliefs about the nature of the world. We need to look outside of assigning blame and focus on addressing the overall problems of inequality. How can cities/regions/countries truly galvanize support across multiple entities and expand cooperation in order to focus on addressing the problem of inequality? This will likely be the defining issue of economic growth over the next few decades.

This is a blog series written by the alumni of the Leading Economic Growth Executive Education Program at the Harvard Kennedy School. 65 Participants successfully completed this 10-week online course in May 2021. These are their learning journey stories.

To learn more about Leading Economic Growth (LEG) watch the faculty video, and visit the course website.

Promoting agricultural sector products to diversify the economy in Mongolia

Guest blog by Batjargal Khandjav

The Leading Economic Growth Program has been an absolutely inspiring intellectual journey for me during COVID-19 pandemic lockdown. It was a unique opportunity to reflect on key principles of economic growth while using toolset to better understand the unfolding of policy choices and drivers of economic growth for my own country. The breadth of the information and cases from around the world brought by the course and participants helped me to confront ideas and challenge existing ones. The weekly assignments that relied on information obtained during the weeks are very engaging and the comments provided by the grader helped me to stay focused and better adapt ideas and principles taught during the course, in a concrete circumstance of my country.

Each of the modules of the LEG Program offered ideas and learnings that gave new and interesting perspectives and helped me to assess the main problems and obstacles for the economic development of Mongolia, look for the roots of these problems, analyze possible solutions to these barriers.

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Addressing Economic Constraints in Libya

Guest blog by Saleh Abdallah

Frankly, when I applied for Leading Economic Growth course, I had a different set of mind of what would this course be like at the end of 10 weeks. I have worked in bi-lateral and multi-lateral development institutions and as a consultant with the African Development Bank who has been implementing a ten-year Strategy to improve the quality of Africa’s inclusive growth, and the transition to green growth. I was not sure whether I would participate in this course as I was heavily engaged with heading an energy corporation that acquired many hours of work in addition to COVID-19 lockdown in the Fasting Month of Ramadan. But I am more than pleased that I did. What distinguished this course is the fact that it brought together leading experts in economic development with practitioners from around the globe to focus on practical approaches to shared growth and development led by Professor Ricardo Hausmann and Professor Matt Andrews who themselves were involved in the economic growth of some countries aided by strident TAs answering all questions, queries and offering clarifications if needed.

 I must say that very powerful new tools were learned that will help and allow me to better chart the road ahead, identify the obstacles to prosperity in my growth challenge and define actions that can lead to economic growth, one of such approach is to focus on expanding my country’s set of productive capabilities and expressing them in a more diverse and complex set of products and services (utilizing the product space in the Atlas Lab). It also calls for me to rethink economic strategies and build bandwidth organizations that are capable of unlocking new prosperities.

These exposures in this course aided me to write a more thorough document. Ideas such as “inclusive growth” enriched my understanding more when dealing with it on the national & subnational level. I have witnessed its incredible results when I was leading a bilateral development corporation in Sri Lanka for over eight years by creating family self employment for thousands of families where they were included in our business activities.

I thought it would be better summarizing what I have learned from this course into the following points: 

  1. PDIA is an effective tool for solving complex growth problems especially in rough areas where there is complexity as the PDIA method builds capacity within an organization, as well as political involvements.
  2.  Diagnosing the problem is vital:  We usually tend to think of a solution-oriented approach rather than the real diagnostic of the problem and we often believe we know what the problem is (i.e., misappropriation) and we proceed to challenge it without diagnosing the problem and get down to its root causes which must be addressed before the problem can be tackled.  
  3. The binding constraint is indefinable: Comprehending the biding constraints can be sometimes a challenge and as important like the growth problem itself. Our claim to pretend we know and figure out the binding constraints instantaneously is a wrong judgement, we must dig into facts, figures and talk to all involved to reach a sound judgement bearing in mind that we are not always welcome to address binding constraints due to numerous factors including political pressures, corruption, generation gap …etc. 
  1. Inclusive growth is the strong growth: Definitely, there is a great deal to learn about the “sense of us” as its narrative seems key to any growth story and hence it is fair to say that it stands for All of us and not leaving any one behind; we take a look at how we use GDP as a measurement for growth and job creation in the job market, but yet we don’t look at the lives of other people especially the halve-nots. Also, inclusive growth should lead to deep reductions in poverty and a correspondingly large increase in jobs. Unlocking a country’s great potential. It brings prosperity by expanding the economic base across the barriers of age, gender and geography, investing in infrastructure that unlocks the potential of the private sector, championing gender equality and community participation. It will also help improve skills for competitiveness, ensuring that those skills better match the opportunities and requirements of local job markets. To be inclusive is to be “PARTNERS NOT UNDERPRIVILEGED OR WAGE WORKERS”.
  2. Green growth:  We ought to ensure that inclusive growth is sustainable, by helping a country gradually transition to “green growth” that will protect livelihoods, improve water, energy and food security, promote the sustainable use of natural habitants.
  3. Strong leadership is not the whole story about growth:  While a visionary and strong leader is vital around which people to rally, he alone can not lead and execute the whole growth strategy as they neither have the skills nor the expertise. I believe that game-changing growth requires leadership from multiple agents which is very different from the heroic leadership many believes is a key to success in great policy involvements. Tyrant leadership does not allow people to take the lead, express their ideas freely, and develop as leaders. We must realize that Leadership is risky and a good way to manage risk is to share it (risk mitigation); so, having multiple agents in our leadership group makes it possible to ensure that our initiative survives job movements and other challenges that individual leaders have. 
  4.  The invisible power is tied behind our back: the invisible power of the market is not operating the way it is supposed to as it seems to have been purposely sidelined in the interests of the few mentioned above. There is some thing wrong in the functioning system as we see it from the unequal distribution of growth but rather heavily concentrated in the hands of the few who have given a little back to the system that helped them build their own wealth.
  5.  One country’s approach is suitable for all: is possibly the most adverse thought and idea we usually adopt. Believing so, makes us not realizing our growth potential and preserves the existing state of affairs. The only way to properly tackle our growth problems is through our untiring efforts to do things differently (i.e., Singaporean & Sri Lankan cases, Albania).   It is like what we have seen in the case of Chiapas in Mexico as a sub-national case where best practice in one Mexican dominion was not easily replicated in others. But they can be useful as a guide and a marker against which to judge our progress and outcomes. 
  6. Planting more trees makes it easier for monkeys to jump: Being from Libya with an area of 1.8 million sq km, most of which is desert, it is apparent we don’t have many trees that you may use its shade to protect your self from the burning sun! Hence, we ought to plant more trees for the monkeys to jump. Utilizing the product space, there are diverse array of potential exports especially by the coast of the Mediterranean Sea and to attract investment agencies like the Privatization and Investment Board & the Foreign Export Agency. We ought to look at the other countries experience that built their capacity from the ashes and became one of the most prosperous leading economies of the world like Singapore.
  7.  Our world-wide economy is built on a feeble foundation: In my opinion that our worldwide economy is not built on solid but rather unsteady if not to say untidy foundations. This is clear from the economic system’s inability to resist the crises we face once in a while like what we have been going through during the COVID-19 current crisis. The gap of the Have & Have nots is growing as wealth continues to concentrate in the hands of a few (half of the world’s net wealth belongs to the top 1%, top 10% of adults hold 85%, while the bottom 90% hold the remaining 15% of the world’s total wealth, top 30% of adults hold 97% of the total wealth (Distribution of wealth-Wikipediahttps://en.wikipedia.org). Bearing in mind that the world population increase definitely affects economic growth as well as productivity giving the fact that the economic veracities can not accommodate more billions of people.

How would use what I have learned:

As we are recovering from the pandemic of COVID-19 and approaching the end of the Fasting month of Ramadan, I will be heading to Libya to start my real journey of utilizing the PDIA approach to address some of the country’s growth problems in the relative sector. Actually, I have already discussed some of the learned approaches including PDIA and the inclusive growth with the ministry of economics & the Privatization and Investment Board and arranged a meeting with them. We will discuss and try to develop a plan of action that involves many agents within the government as well as in the other levels of the three regions in the country.

One of the biggest challenges we will face is the political interest groups who are aligned with the militias where both have their own interest in the continuation of the current turmoil in Libya. This is another important component of any economic growth I wish the next course would touch on more: “Economic Growth in countries coming out of a turmoil”.

The world I understand and believe in is that the majority is controlled by the minority (the few) politically and economically! Giant corporations of the top developed countries are controlling most of Africa’s natural wealth but yet the poorest of the poor we find them in Africa (people who don’t even have a clean water to drink and they celebrate when we dig water-well for them!) and the hundreds of thousands of African youths trying to migrate to Europe to have a better with their natural resources that have been stolen from their own countries! I may pose the following question that the next course could cover:

As we have seen in my view the shaky foundations of the economic system and that in every crisis economists try to amend some of the flaws by recommending new or additional scenarios or even change some theories while the gap between the have & the have-nots continue to increase; Do you think the world may see another popular economic revolt to counter the current system? Similar to the Bolshevik one or different!  By they there is a saying that goes like this “when economists fail to solve a problem, they create new terminologies to keep us busy with” 😊

In conclusion, in spite of have been working in sovereign funds and development areas around the world, I truly found this course incredibly valuable, eye-opening, thought-provoking, and appealing. I enjoyed the weekly lectures and I actually enjoyed my weekly assignments. I thoroughly enjoyed my Tuesday meetings with Peer Group 3; actually, we have agreed to keep in touch outside of this course. If given the opportunity, I would definitely take another course like this one.  My sincere thanks to All the profs, the staff, the TAs, the organizers and coordinators as well. Special thanks to TA-Awab for your time in reading, making valuable comments and grading my weekly submissions. I wish you the best of luck in your current and future endeavours.  HAPPY EID!

This is a blog series written by the alumni of the Leading Economic Growth Executive Education Program at the Harvard Kennedy School. 65 Participants successfully completed this 10-week online course in May 2021. These are their learning journey stories.

To learn more about Leading Economic Growth (LEG) watch the faculty video, and visit the course website.

Together for a better Business Climate in Morocco

Guest blog written by Thami El Maaroufi

By attending the IPP course with Harvard Kennedy School, my main objective was to learn how to improve our approach in designing, developing, and implementing a public policy efficiently, using high standards, the best practices, and innovations. 

Attending this course with peers from all over the world was also for me a great opportunity to learn from them about their experiences, challenges, success stories and failures in implementing public policy. Learning from participants was an interesting part of this journey. 

As the general coordinator of the national Committee for business environment in Morocco, and given my role and functions within this Committee, it is important for me to continuously develop my skills and knowledge; to be up to date on how to motivate and keep on board authorizers and stakeholders, to identify pain points and most importantly issues to address. It is also equally important for me to continuously learn how to effectively lead multidisciplinary teams, oversee the implementation of reforms, and ensure proper monitoring and performance evaluation. In this regard, the IPP course has been very useful for me and has enabled me to develop astute skills in addressing more effectively the design and implementation of public policies.

Our national Committee, chaired by the Head of Government, has ten years of experience in public-private dialogue to identify, on a regular basis, the main constraints faced by entrepreneurs and foreign investors in the country. The Committee is also seen as a delivery unit for the implementation of cross-department’s reforms.

Due to the successful implementation of multiple reforms, Morocco has improved its ranking in the Doing Business report published by the World Bank Group, moving from the 128th position in 2010 to the 53rd position in 2020.

But beyond this international ranking, the Kingdom needs to create a more conducive environment with less constraints and difficulties for firms to enter markets, create wealth, grow and export.  

I was confident that this course would provide me with more skills, tools, and tactics to successfully contribute to one of the most important projects we are currently working on in our country, namely the design and implementation of the national strategy to improve the business environment. 

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