Inclusivity, commitment and self-accountability – the recipe for a successful state enterprise Public sector organisations are usually looked at with scepticism in Pakistan due to the governance and operational challenges. In a country of over 220 million people, the firefighting mode is always on, combined with human resources and financial constraints. There are however ways to work around this to identify models that can work despite the limitations.
Keeping up with modern corporate governance and a performance-oriented approach, Pakistan saw a shift with shuffling between public and private entities. There is no right answer to the question about which entity can ensure progress and sustainability in a country but there can be some consensus that both need to support one another and take an approach that is beneficial for everyone, especially for the people, instead of serving the interests of few. Oftentimes, we look at the drivers behind an organisation with a singular approach. Components that shoulder leadership- reporting lines, centralisation or decentralisation, compartmentalisation and of course, the mission statement, hold high importance for those who want to be associated with any company. These values make organisations grow internally as well as support the achievement of external targets which in the case of the public sector impacts millions.
Over the years, we have seen examples of various public sector enterprises that deliver on their targets and set examples that others can emulate. What makes such modern state enterprises work? Is it leadership, mission, targeted approaches or all combined?
Universal Service Fund (USF) happens to be one such organisation which has remained steadfast in empowering Pakistan by providing the citizens with connectivity- a small word that encompasses the very pulse of the world we know today. Over a period of two to three years, USF became a robust organisation that connected over …… million people, built a team that was dedicated to the mission of meaningful connectivity.
USFs approach to achieving this was simple- three strategic pillars: MED; Merit, Excellence and Discipline that built the base of the organisation and its working. Instead of taking undue advantage of the state that supports us, we made sure that our work spoke for our vision, and that our performance surpassed ordinary standards. Public enterprises have played a significant role in the development of the economic and social landscape of Pakistan by serving important purposes and providing essential services to the public like electricity, water, transportation, and healthcare among many. Similar to these, the right to the internet or if we may say, connectivity, has been identified as a crucial human right, and this is why USF’s role as a public enterprise becomes even more important at this point in time. Providing the right infrastructure for development of these connections be it through telecommunications or otherwise, in some of the harshest topographical areas of the country. There isn’t any doubt that there are various organisations playing a key role in improving the lives of Pakistanis through their CSR programs or other such prospects. However, with public enterprises, the primary vision and responsibility remains to uplift those who may not be counted otherwise. The 2030 Agenda for Sustainable Development, ‘Leaving No One Behind’ aptly fits with the functioning of USF as it has improved the lives of 408 THQ/UCs/towns across Pakistan.
This cannot happen without taking into consideration the modern aspects that incorporate tenets like Diversity, Equity, and Inclusion (DEI). Given the nature of the work, where the aim is to empower every Pakistani regardless of gender, socioeconomic class, ethnicity, or religion, it becomes crucial to translate those values at an organisational level where the team is inclusive, diverse, and there a balance is struck. The 15% target set for the women employees at USF was successfully reached, and we would hope that it grows steadily because we want to break stereotypes and keep up with the pace, nay, set examples for other public enterprises to follow our footsteps. Similarly, terms like sustainability should not be treated as buzzwords rather their impact should be taken seriously. Be it switching to Renewable Energy, saving on paper, or even encouraging teams to take part in green drives, all steps should be encouraged and embraced if an enterprise is to succeed because gone are the days when bare minimum kept matters afloat.
Now state enterprises which earlier enjoyed some cushion also need to pull their socks up, and understand the aspects dubbed trivial are now the markers of progress. These values cannot be inculcated without a robust team being led by a visionary, a leader who has foresight and is able to understand the importance of the team especially their needs because now, people no longer commit to work to solely provide, rather they search for work that adds meaning to their lives. Thankfully, USF has made leaps in its arena because whoever joins the organisation is aware that each hour of the day they are putting in, he or she is contributing to improving the life of a person who is sitting miles apart benefiting from the services provided to them.
The unserved and under-served individuals living in the country are at the forefront of the mission statement because while the digital revolution was happening decades ago, Pakistan like many other countries from the Global South is still trying to provide connectivity to all its inhabitants. Yet, providing connections and laying down lines is perhaps not the only answer to the problem ailing us, rather it is also the idea of being technologically literate, to have the ability to translate the information on a device to productivity be it financial, educational, or social. Promoting e-learning and bridging the digital divide in the education sector has been one of the topmost priorities because of the immense potential shown by students and teachers alike. By supporting the establishment of computer labs, provision of internet connectivity, and the distribution of digital learning materials to schools, the organisation has shown the true role of state entities which is to uplift those who otherwise do not have access to such facilities. By developing educational outcomes, expanding access to quality education, and promoting digital literacy, ultimately it is the education and economic sector in the country that reaps benefits.
The digital divide in the country cannot be overturned in a matter of days or weeks; that bridging will take some time, but it will end soon. For a country like Pakistan which has a rough topography in many areas and is also prone to climate calamities as witnessed last year, public state enterprises should be supported because they are improving the lives of millions with very little to ask in return. In such a scenario, all groups, companies, and corporations should take the lead in ensuring that instead of pursuing a debate about public versus private, the focus should be to understand how a state enterprise can also go through a stage of development and become a modern, efficient and effective organisation. For state enterprises, it is vital to understand the changing times and be cognizant to keep up with the trends of disruption, which is now helping the world to progress. As mentioned earlier, MED does appear simplistic but it has so many values tied into it that following them can ensure continuity and development for all companies. Modern-day state enterprises can function in an excellent way if their mission statement is understood, and USF is a great example in Pakistan that can be emulated successfully.
The writer is the CEO of USF