general overview
Considering the current economic recession and political instability in the region, GCC governments are looking for means
to maintain economic prosperity and political presence, and achieve social developments.
International Collaboration referred to as IC, is the set of activities which aim to enhance
cooperation with regional & international countries and/or organizations. IC activities could vary,
from signing Memorandum of Understanding (MoUs) and bilateral agreements, to staff exchange between
government entities, experts’ visits, joint committees, roundtable discussions, and participation
of official delegations in conferences. In the current context, IC could prove to be a critical practice
to sharpen political ties with foreign countries, improve a nation’s overall reputation, drive the
flow of foreign investments, open-up on new markets for local investors, and acquire best practice
expertise in specific industries and topics.
GCC Governments and IC Missed Opportunities
Many GCC governments are not leveraging the benefits and opportunities generated from an effective IC, due to the following
reasons:
1- Lack of awareness of the importance of IC-
Public sector entities often don’t perceive the value proposition behind the international collaboration function and opt
to shift resources to other functions. Consequently, whenever present, entities or departments specialized
in IC within public sector entities are often disconnected from the overall strategy. Therefore,
these entities suffer from lack of investment of financial capabilities and human resources resulting
in a lack of expertise and capabilities in such practice especially on a leadership level.
2- Absence of Strategic Planning
Some governments are aware of the importance of IC, and integrate it as part of their strategies. However, lack of planning
of collaboration activities hinders the capture of resulting advantages. In fact, many GCC governments
launched in the past collaboration activities such as signing MoUs with countries and organizations,
attending conferences and going on official visits without any clear understanding of the underlying
objectives coupled with the absence of an action plan to build on in the future. Moreover, in many
cases, collaboration partners are not chosen based on a sound assessment approach.
3- Ineffective Processes and Communication Channels
Public sector entities often don’t perceive the value proposition behind the international collaboration function and opt
to shift resources to other functions. Consequently, whenever present, entities or departments specialized
in IC within public sector entities are often disconnected from the overall strategy. Therefore,
these entities suffer from lack of investment of financial capabilities and human resources resulting
in a lack of expertise and capabilities in such practice especially on a leadership level.
Pillars of Successful IC
To seize the advantages of IC, GCC governments should consider the seven steps displayed in Exhibit 1
and detailed in the following section:
1- Set Up a Department Dedicated to Lead IC Affairs
The first step towards a strong IC is to set up a department dedicated to lead IC affairs
in key ministries. Like any other unit, such department must possess solid organizational
and operational components:
-
Clear vision and mission in line with the mother entity’s strategic objectives and
priorities
- Functional structure built on clear segregation of roles & responsibilities
- KPIs to assess the department’s performance
-
Modern training programs to tackle the development of diplomacy, communication &
negotiation skills
-
Clear processes to standardize collaboration activities (e.g., MoU Signing, Event
participation, etc.)
- Interaction model agreed upon with all key stakeholders
-
Capable and experienced team; it is essential to have a multilingual team, with solid
experience in international relations and research and with well-established
diplomatic connections. ones or participating in other previously stated IC activities.
The agreement on the needs and objectives should involve all key stakeholders.
2- Ensure Alignment with the Strategic Objectives and Priorities
3rd Place
in terms of industry market share
3- Define the Collaboration Needs and Objectives
awards
regional and local awards and recognition
4- Choose the right Partners
2000 projects
Browse our completed projects gallery
5- Refer to Alternative Communication Channels
2000 projects
Browse our completed projects gallery
6- Offer in Return
2000 projects
Browse our completed projects gallery
7- Follow-Up on Lunched Activities
2000 projects
Browse our completed projects gallery
Key Takeaways
GCC governments should perceive the value proposition of IC as an additional pillar to reinforce political and economic positioning
of their countries. To leverage IC offerings, governments should set up departments in key ministries
that are dedicated to IC affairs and that have a solid organizational and operational base coupled
with an experienced team in international relations.
In addition,
IC leaders should possess a clear understanding of the needs for IC and its objectives ensuring full
alignment with the entity’s strategic objectives. While setting up collaboration networks, IC leaders
should select collaboration partners based on a comprehensive approach which takes key political,
economic and social considerations into account, and should use alternative communication channels
whenever possible, to fast-track the collaboration process. While engaging in IC activities, stakeholders
should be aware that collaboration is a two-way street in which value proposition should be delivered
from both sides of the cooperation. Finally, the most critical step is to follow up on what has been
initiated to achieve the desired value. Following these steps will maximize the value of IC.