The Sunday Mail
Dr Tinashe Eric Muzamhindo
ZIMBABWE has set its sights on achieving Vision 2030, a visionary goal that requires collective efforts and strategic planning. As the nation emerges from the recent elections, it is crucial to build Zimbabwe collectively and strategically. This article serves as a guide, outlining the steps necessary for Zimbabwe to prosper and achieve Vision 2030. By emphasising an inclusive approach, developing short- and long-term plans, deploying strategic thinkers, fostering positivity, establishing a clear development plan, promoting value addition, leveraging on the capital market, supporting local content, building trust among stakeholders, creating a conducive environment, encouraging transformative thinking, and ensuring financial inclusion, Zimbabwe can pave the way for sustainable growth.
Thematic area and clusters idea
We recently launched the thematic committees and clusters initiative, a progressive idea that fosters unity of purpose and strengthens the National Development Strategy (NDS) plan for Zimbabwe. This idea is progressive if Government adopts it as part of the nation plan and priority. Simple mathematics and ideas come from the grassroots, which feed into the national plan, and the implementation matrix will promote nation building. The idea calls for action and a sustainable approach through inclusivity. The project links Government and opinion leaders, and fosters collaboration among strategic stakeholders in implementing the National Development Strategy towards the stipulated vision of the country.
This initiative strengthens the development agenda in the following ways: (1) Builds confidence among strategic stakeholders, (2) Provides a clear framework on implementation of national ideas, (3) Incorporates grassroots ideas, (4) Promotes transparency on national projects, (5) Sets clear timeframes on implementation and policy formulation, (6) Provides a well-structured monitoring and evaluation system, (7) Sets a clear tone on development through strategic collaboration between Government and key stakeholders, (8) Develops a work plan on National Development Strategy, in this case NDS 1 and 2, (9) Provides checks and balances around the National Development plan, (10) Plays a pivotal advisory role to the national leadership and relevant sectors of the economy.
Inclusive approach
Zimbabwe needs to foster a culture of inclusivity and unity among its diverse people, regions and sectors. Vision 2030 cannot be achieved by a single entity or group, but by the collective efforts and contributions of all Zimbabweans. The inclusive approach means respecting rights and interests of all stakeholders, promoting dialogue and consultation, ensuring equitable distribution of resources and opportunities, and embracing diversity and tolerance. An inclusive approach will enhance social cohesion, reduce conflicts, and create a sense of ownership and belonging among the citizens.
Strategic engagements
Dialogue is the best approach to resolve any impasse. We must exhaust all avenues of engagements to drive the economic agenda. In an ever-changing world, it is crucial to keep Zimbabwe’s legacy in focus. By adopting positive engagements and a transformative mind-set, we can actively preserve and enhance the legacy we pass down to future generations through engagements. In this article, I will explore the significance of strategic engagements and mind-set transformation in safeguarding Zimbabwe’s rich heritage through mature engagements.
Restore and build confidence
Zimbabwe’s growth and transformative strategy should prioritise restoring and building confidence both domestically and internationally. Restoring confidence in the economy instils trust among investors, stimulating economic growth. Internationally, a reinvigorated reputation attracts foreign investment and paves the way for trade opportunities. These efforts create a positive cycle of growth, bolstering the nation’s economy.
Short- and long-term plan
It is important to have a clear and coherent plan that outlines the short- and long-term goals, objectives, strategies and actions for achieving Vision 2030. The plan should be based on evidence, data, analysis and best practices from other countries that have achieved similar or higher levels of development. The plan should also be flexible and adaptable to changing circumstances and emerging challenges. The plan should be communicated effectively to all stakeholders and the public, and monitored and evaluated regularly to measure progress and impact.
Deploying strategic thinkers
Zimbabwe needs to identify, nurture and deploy strategic thinkers who can provide visionary leadership, innovative solutions and effective management for achieving Vision 2030. Strategic thinkers are those who can think beyond the present, anticipate future scenarios, identify opportunities and risks, devise strategies and tactics, mobilise resources and partnerships, implement actions and projects, and evaluate outcomes and impacts. Strategic thinkers are not only found in Government or the private sector, but also in civil society, the academia, the media, arts, culture and sports, among other fields.
Positivity
Positivity means having confidence in oneself and one’s abilities, having optimism about the future, having resilience in the face of challenges, having gratitude for what one has, having hope for what one can achieve, having courage to take risks and try new things, having passion for what one does, having integrity in what one says and does, having humility in accepting feedback and learning from mistakes. Positivity will inspire motivation, creativity, productivity, quality, excellence and happiness. Zimbabwe needs to cultivate a positive mind-set and attitude among its people and institutions.
Clear development plan
The development plan should also identify key drivers, enablers and constraints for each sector, and propose policies, programmes, projects and reforms to address them. Zimbabwe needs to have a clear development plan that defines Vision 2030, in terms of specific indicators and targets for various sectors such as agriculture, industry, mining, tourism, energy, infrastructure, education, health, social protection, environment and governance. The development plan should be aligned with the national budget, the national development strategy, the sustainable development goals, and other regional and international frameworks. The development plan should be reviewed and updated periodically to reflect changing realities and priorities.
Value addition
Zimbabwe needs to enhance its value addition capacity in its production and export sectors. Value addition means adding value to raw materials or intermediate products by processing them into finished products or services that have higher quality, diversity, competitiveness and profitability. Value addition can be achieved by investing in technology, innovation, research and development, skills development, quality standards, branding and marketing, and linkages with local and global value chains. Value addition will increase Zimbabwe’s income generation, employment creation, foreign exchange earnings and economic diversification.
Leveraging on capital market
The country needs to leverage on its capital market to mobilise financial resources for its development projects and programmes. The capital market is a platform where investors and borrowers can trade financial instruments such as stocks, bonds and derivatives. The capital market can provide long-term funding for infrastructure, energy, industry, agriculture, tourism and other sectors that require large capital outlays. The capital market can also provide opportunities for diversifying investment portfolios and hedging against risks. To leverage on the capital market effectively, Zimbabwe needs to improve its macroeconomic stability, financial sector regulation, corporate governance, transparency, accountability and investor confidence.
Promotion of local content
Local content means increasing the participation and share of local producers, suppliers, service providers, workers, consumers and communities in the value chain of goods and services. Local content can be promoted by implementing policies, incentives, quotas, standards, and awareness campaigns that encourage use of local inputs, outputs and markets. Local content will boost Zimbabwe’s self-reliance, self-sufficiency and sovereignty, as well as its economic empowerment, social inclusion and environmental sustainability. Zimbabwe needs to promote local content in its production and consumption sectors.
Building trust among stakeholders
Zimbabwe needs to build trust among its various stakeholders such as Government, the private sector, civil society, the media, the academia, the diaspora, donors and neighbours. Trust means having mutual respect, understanding, cooperation and collaboration among different actors and interests.
Trust can be built by fostering a culture of dialogue, consultation, participation, consensus-building and conflict resolution. Trust can also be built by enhancing the capacity, credibility, accountability and legitimacy of institutions and processes that govern the development agenda. Trust will facilitate coordination, integration, harmonisation, and synergies among stakeholders and their actions.
Creating a conducive environment
A conducive environment will enable Zimbabwe to attract and retain talent, capital, technology, innovation, trade, tourism, and other resources and opportunities that are essential for its growth and transformation. Zimbabwe needs to create a conducive environment for its development and prosperity.
A conducive environment means having a stable and peaceful political situation, a sound and predictable legal and regulatory framework, a fair and efficient taxation and fiscal system, a competitive and inclusive business and investment climate, a vibrant and diverse civil society and media, a supportive and responsive public service, a secure and resilient cyber space, a healthy and safe physical space, and a clean and green natural space.
Transformative thinking
Transformative thinking means thinking beyond conventional wisdom, exploring alternatives, experimenting with the possibilities, learning from the experiences, adapting to the changes, and innovating for the future. Transformative thinking will enable Zimbabwe to identify and seize the emerging opportunities, overcome the existing challenges, address the root causes of problems, generate new ideas and solutions, create new value propositions and competitive advantages, and achieve breakthrough results and impacts. Zimbabwe needs to adopt a transformative thinking approach in its development planning and implementation.
Financial inclusion
Zimbabwe needs to enhance its financial inclusion level in its economy and society. Financial inclusion means ensuring that all individuals and businesses have access to affordable and appropriate financial products and services such as savings, credit, insurance, payments and remittances.
Financial inclusion can be enhanced by expanding the coverage and outreach of financial institutions and intermediaries such as banks, microfinance institutions and mobile money operators.
It can also be enhanced by improving the financial literacy and capability of consumers and producers, for example, farmers, entrepreneurs, women and youth.
Financial inclusion will improve Zimbabwe’s financial deepening, financial stability, financial efficiency, financial innovation, financial empowerment, financial security and financial well-being.
Prioritising solution-focused thinking approach
In order to progress as a nation, we must be a focused and solution-oriented society. By understanding and embracing what we truly want, and working towards the benchmark of Vision 2030, we can achieve a huge stake in development.
Fostering progressive collaboration
As we strive towards progress and nation-building, we have a responsibility to bring together opinion leaders and strategic thinkers under the banner of collaboration and progress. Creating platforms for constructive dialogue and positive change can help bring together leaders from all sectors to build a stronger and more vibrant Zimbabwe. Through leveraging on the collective expertise of both our public and private sectors, we can attract international attention and establish ourselves as a valuable contributor to the global community.
Let us work tirelessly towards this brighter future together.
* Dr Tinashe Eric Muzamhindo is the head of the Zimbabwe Institute of Strategic Thinking, and can be contacted at: [email protected]
