Abdulaziz Al-Anjeri

Promises receive applause, achievements rarely do, because promises rarely reach full execution. As deadlines approach, the familiar sequence begins. Budgets stall. Authorities clash. Contractors withdraw. A once confident official suddenly shifts into the role of victim, sheltered behind claims of internal obstacles and silent bureaucratic battles. The explanations change, but the pattern remains constant.

This widening gap between rhetoric and reality is most visible in Kuwait’s experience with foreign investment. Official statements about improving the investment climate are endless. The essential question remains unanswered. Why did major companies leave Kuwait? Were their reasons studied? Were any lessons learned? Without honest answers, it is unreasonable to expect new investors to stay where previous ones refused to remain. Government announcements continue to multiply, describing new agreements and new projects.

Yet the core problem persists. The state does not operate with clear timelines, measurable goals, or firm accountability. The restructuring plan promoted by the government faces the same risk. Digital infrastructure is indeed expanding. Administrative infrastructure is not.

Unless a precise schedule is declared and responsibilities are clearly assigned, this plan may join the growing archive of ambitions that never became reality. This is not a question of personal integrity. Kuwait has many well-intentioned officials. Competence, however, is what turns policy into results. Good manners do not complete projects. Skilled leadership does. Another challenge is the deep hesitation that surrounds decision-making. Some ministers avoid taking necessary steps because accountability feels uncertain. When caution turns into paralysis, reform becomes an illusion. Kuwait needs a government willing to confront its challenges openly, to acknowledge what is not working, and to replace repetitive promises with verifiable action.

By Abdulaziz Al-Anjeri