BrazilEmpowerment: The foundation for Saudi Arabia’s Government ecosystems
When leading teams and individuals, empowerment is one of the essential practices for success. While this importance is well recognized, empowerment holds equal – if not greater – significance when managing broader ecosystems and institutional frameworks, writes Khaled Saeed, Lead of the Strategy Management practice at ELM Company.
Any ecosystem aspiring for sustainability, aiming for resilience in times of crisis, and seeking growth and scalability must ensure a high degree of operational freedom for the entities operating within it – whether public, non-profit, or private sector actors. However, this freedom is not passive or unstructured. Instead, it is a positive enablement, built upon a suite of strategic enablers that make the operational journey of these entities smoother, more efficient, and more impactful.
A single entity, regardless of its authority or capacity, cannot sustainably carry the burden of executing everything – even within a single ecosystem. Therefore, building an empowered ecosystem should be a fundamental objective for every government body leading a cluster of organizations.
The Governance of Entities
In a governmental ecosystem, a fundamental question arises: Is there one central leading entity, or are there multiple empowered entities playing leadership roles?
The answer largely depends on each country’s governance model. In the case of Saudi Arabia, the governance structure and distribution of public sector responsibilities suggest a multi-entity leadership model. No single authority monopolizes the role of enabler; rather, each government entity possesses unique enabling roles, often shared or complementary with others.
Furthermore, ecosystems are shaped by both thematic domains – such as education, social services, labor markets, and defense – and geographical structures, particularly in regions where administrative zones operate as semi-autonomous ecosystems. This interconnectivity implies a necessary multiplicity of leadership entities, requiring strong coordination and integration to ensure alignment toward national goals and priorities.
Empowerment as a Strategic Endeavor
Empowerment should be viewed not as a reactive or short-term tactic but as a strategic, long-term investment embedded within the state’s and society’s broader vision. Several characteristics underscore its strategic nature:
- Long-Term Thinking: The goal of empowerment is to sustain outcomes and impact. This demands a commitment to enduring results rather than short-term wins.
- Collective Success: Empowerment prioritizes the success of the ecosystem as a whole – across public, non-profit, and private sectors – not just the achievements of a single entity.
- Maturity Over Time: It respects the time needed for organizations and individuals to evolve and mature. Strategic empowerment does not attempt to fast-track progress at the expense of foundational stability.
- Customized Prioritization: Each ecosystem has unique needs and priorities. Empowerment is not a one-size-fits-all approach. It must be based on strategic analysis that identifies strengths, weaknesses, opportunities, and threats in order to deliver the right enablers at the right time.
The 10 Dimensions of Empowerment
Empowerment is not limited to financial or administrative leeway; rather, it comprises a holistic set of dimensions designed to create a robust, enabling environment. These include:
- Governance and Role Clarity
- Financial Resources and Flexibility
- Human Capital Development
- Technology Enablement
- Organizational Structure and Processes
- Data and Evidence-Based Decision Making
- Performance Management and Incentives
- Legislative and Regulatory Support
- Stakeholder Engagement
- Cultural Alignment and Change Management
A special emphasis must also be placed on the concept of institutionalizing resilience – also referred to as “agile bureaucracy” – where flexibility and responsiveness are embedded into structures without compromising stability.
Key Enablers for Success
Several enablers are critical to making empowerment a reality. These include:
Equity Across Entities
Empowerment must not be reserved for large or high-capacity organizations. Leaders must actively extend support to smaller or less mature entities, fostering their development rather than sidelining them.
Inspirational Guidance
Drawing from prophetic wisdom – such as “Move at the pace of your weakest” and “Among a hundred camels, it is hard to find one fit to ride” – we learn that minimum levels of support must be ensured for all, especially the less capable, before judging their effectiveness.
Abundance Mentality
True empowerment is based on the logic of abundance, not scarcity. It seeks to unlock value for the entire ecosystem rather than hoarding it within select entities.
Clear Governance
A minimal level of clarity around roles, responsibilities, and authority is essential for empowerment to function. Without it, fragmentation and inefficiencies will emerge.
The Role of Intermediary Entities
Can intermediary organizations within the non-profit sector be considered enabling leadership entities?
The answer is Yes, when designed and governed effectively, intermediary organizations (such as non-profit federations, foundations, and umbrella bodies) can act as critical enablers. They often fill coordination gaps, advocate for member organizations, aggregate resources, and build capacities across the ecosystem. Their role mirrors that of sector leaders who empower others rather than centralize power.
Conclusion
Empowerment is not a peripheral concept – it is the very foundation of resilient, scalable, and effective ecosystems. In today’s complex governance environments, no entity can thrive in isolation. The future lies in distributed leadership, shared capabilities, and purposeful enablement across sectors and geographies.
For government bodies, especially in a transformative era like Vision 2030, embracing empowerment as a strategic function is not a luxury – it is a necessity. It is through empowering others that lasting impact is achieved, institutional sustainability is secured, and national ambitions are fully realized.
