By Shahid Sattar and Eman Ahmed
Sustained economic growth has remained mostly elusive for Pakistan. When we seek growth, we focus on policy formation and the role of the government, but perhaps we need to adjust our lens and question the large footprint of the public sector in our policymaking landscape, along with the reliance on brick-and-mortar reforms and foreign aid. As a far more viable alternative, uplifting local businesses and fostering competitive markets with openness can bring forward champions and lead to much-needed investments. This is one of the key takeaways from the PIDE Reform Agenda.
For the last 60 years, Pakistan has been following a project-based growth model that relies heavily on foreign borrowing. Known as the HAQ/HAG Model, this may have held some weight back in the day, it is obsolete now. However it has continued to shape our policy, based around three things:
1. Building physical (‘brick and mortar’) projects
2. 5-year plans to justify the projects
3. Seeking foreign aid given the urgent need to build beyond domestic resources.
This hardware-based approach has led to the neglect of software i.e. capacity building, management, and optimizing yield on assets. Even today, 80% share of development spending is ‘brick and mortar’ (Pasha, 2012, Haque, 2020).
As shown by economic freedom indices scores, our economy has been mostly unfree since inception of the Index in 1995. Any GDP growth we have managed has been primarily a result of exports of cotton textiles. This gives us sufficient evidence of what the economy needs in order to remain stable. Rather than allowing foreign donors to be our crutches, we need to support our local exporters, investors and thought leaders. It is no surprise that private investment has been declining, given how rapidly investors have lost confidence in the economy.
As argued earlier, foreign aid in Pakistan erodes the quality of governance. It increases corruption, weakens accountability, and limits policy learning. Foreign aid programmes should have only been a temporary and short-term development tool. Yet we have let them balloon into much larger bodies and dominate the policy landscape in Pakistan. The approach to development has been imperial rather than people-oriented, and this must change.
We must gear our policies towards uplifting the local business community, exporting sectors and SMEs. As the world moves forward in technological up-gradation and value addition, our businesses remain unprofitable. Otherwise productive time and energy gets used up in meeting high tariffs, and demands of complicated regulations. It is no surprise that Pakistan ranks low in the ease of doing business and competitiveness indices. The cause is overregulation hindering many potential startups from taking off. Archaic technology, lack of policy continuity, and redundant business practices will persist as long as we keep donor agencies on a pedestal and neglect our business community.
Enhanced trade competitiveness leading to an increase in exports is undoubtedly a sustainable path to economic growth, and unlike aid, it is free from any form of liability. Export earnings serve as a valuable inflow to the economy. Paired with remittances, these amounts will be the forces that can eventually pull Pakistan out of its current account deficit. We can enhance our trade competitiveness through diversification, improved quality, and integration into global value chains.
Unreasonable anti-export biases, including tariffs and duties, exacerbate the unprofitable nature of the economy. This leaves firms in a quandary as exorbitant amounts have to be set aside to meet these requirements. For example, the textile sector remains under immense pressure to maintain a heavy chunk of Pakistan’s exports, and therefore must be critical for Pakistan’s economic prosperity. We should tackle its challenges head-on. These include several barriers: the lack of access to the latest seed technology for cotton farmers, high tariffs banning entry into value-added sectors and product diversification, and the fragmented nature of the textile chain which needs streamlining through new infrastructure.
The Haq/HAG model was framed when funding and physical capital development were taken as the defining features of the growth process. The PIDE Reform Agenda outlines key factors that will hold weight in today’s fast-paced environment, with key takeaways from countries that have maintained an exemplary path to development.
1. Fostering competitive markets with openness
2. The state’s role being limited to defining rules of the market and regulating fair play, allowing winners and losers to emerge without keeping alive obsolete industry through subsidy and protection (North, 1991)
3. Ideas and innovation from thought and research. This causes an open and tolerant society which the state must maintain. (Romer, Aghion)
4. A culture of competition, discipline, and risk-taking leading to entrepreneurship and opportunity (McCloskey, 2013).
The government and the private sector must operate hand-in-hand, and engage with universities for specific research outcomes. The PIDE agenda proposes using at least 5% of the PSDP for research through government university collaborations. We should redesign tax and documentation to facilitate transactions and entrepreneurship. Archaic regulations and taxes have only hindered entrepreneurship, so we must adopt alternative technologies as they offer an opportunity to mainstream an intelligent research-based approach.
PIDE has looked at cities as agents for growth, along with asset classes, commodities, products, firms, and people. The formula for growth is well established: give vibrant young people a quality education, new ideas, and high ideals, strive for institutions that support free and fair markets, create a professional, well-trained civil service, achieve economies of scale through the domestic market and open up trade and investment; and keep public spending on infrastructure and social sectors limited and focused only on critical and essential projects (Buiter and Rahbari, 2011).
Technological advancement worldwide provides another challenge as we struggle to keep pace with the world, but opportunities also abound as we can achieve milestones once high-speed internet becomes accessible to all. The internet access would prove useful in raising the literacy rate through online education to the deprived ones, providing health advice remotely in far-flung areas, enabling farmers and handicraft manufacturers to connect wholesalers and retailers directly in cities without the intervention of middlemen, and providing freelancing opportunities to many more, accelerating e-commerce.
Implementing these core ideas in Pakistan’s context requires us to rethink our goals. These must be realistic and sustainable, by design supporting a long-term strategy that creates opportunities for all citizens. According to PIDE, to achieve the target of 7-9% percent annual GDP growth over 30 years, the economy must generate jobs for around 2.0 million entering the labor force annually.
Redefining the government’s role is essential, but this is not to deny that the government is at the center of the economy and must change foremost, in order to make the rest of the country change. PIDE recommends the start of a digital research-oriented government from the PM and the cabinet to the lowest level. The effort to mainstream R&D everywhere in Pakistan is a central aspect of this policy.
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The point about local businesses as growth champions resonates. Top-down project models tend to crowd out the private sector rather than enable it. Competitive markets with lighter regulatory footprints have consistently outperformed aid-dependent models across comparable economies.
The discussion raises an important question about whether traditional reform strategies have delivered the results Pakistan needs. Infrastructure and policy reforms matter, but without an environment where businesses can grow competitively, economic progress may continue to stall. Encouraging entrepreneurship and reducing unnecessary barriers could be a more practical path toward sustained growth.
This PIDE Growth Reform Agenda piece perfectly highlights a critical issue: Pakistan’s over-reliance on a project-based growth model. Focusing on local businesses and competitive markets instead of just “brick and mortar” projects and foreign aid makes so much sense. It’s refreshing to see a call for an approach that prioritizes long-term capacity building and economic freedom. It makes me think about how carefully planning is key, whether it’s for national policies or even personal finances using a Loan Amortization Calculator.
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Thought-provoking piece. The emphasis on shifting from aid-dependent, brick-and-mortar growth toward a more competitive, private-sector-led model really stands out. I especially liked the focus on SMEs, exporters, and reducing overregulation as practical levers for sustainable growth. It’s a reminder that real reform often comes from improving the ecosystem for businesses, not just launching bigger projects. For anyone interested in scalable digital tools and smarter workflows, AI Mastering is worth a look as well.
The article raises several thought-provoking ideas about economic reform.
Your point about the government needing to change first really resonates—it’s easy to blame external factors, but the internal structure is often the root. I’ve seen similar patterns in other sectors where digital transformation was the key to unlocking progress. It makes me wonder if there are parallels in how we approach personal growth too. Speaking of which, if you’re ever looking for a different kind of challenge, I found a site with detailed guides that helped me navigate complex scenarios in a game I play. interactive story by OnlineHome
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So, the crux of the PIDE agenda is about shifting gears from heavy foreign dependencies to nurturing homegrown talent and businesses? Sounds like a plan! I mean, if I had a nickel for every time a foreign aid project just kinda… fizzled out, I’d have enough to invest in my own start-up. Speaking of investing, if you need some catchy tunes while diving into economic strategies, check this out: MP3 Tag Editor. Who knew economic reform could have a soundtrack, right?
It’s refreshing to see the focus on local businesses in economic discussions. Supporting our own entrepreneurs could really turn things around. There’s a ton of potential if we can drop some of the outdated models and lean into creativity and innovation. This approach feels like a step in the right direction, plus there’s even tools like BPM Detector that can help with innovation management.
This is a fantastic and insightful analysis of Pakistan’s economic challenges! The argument for shifting away from the outdated HAQ/HAG Model and its heavy reliance on brick-and-mortar projects and foreign aid truly resonates. Focusing on uplifting local businesses and fostering competitive markets as a “far more viable alternative” seems like such a crucial step forward. It’s high time to prioritize “software” like capacity building over just hardware. This piece really makes you think about sustainable growth. You can see how these concepts are visually represented and analyzed, for instance, via tools like Image to Line. Great read!
Interesting points on local businesses and competitive markets – it really makes you think about different growth strategies. Speaking of growth, I’ve been spending a lot of time on AI art prompts lately, which has been a fun creative outlet.
This was a really thought-provoking read, especially the idea of empowering local businesses. It reminds me how much potential there is for independent creators too, like those using platforms such as AnimeVolt to bring their stories to life.
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A solid, forward-looking economic roadmap from PIDE that focuses on real structural reforms, governance, and long-term growth for Pakistan.
The piece makes a compelling case that Pakistan’s 60-year reliance on the HAQ/HAG model of brick-and-mortar projects and foreign borrowing has crowded out the software side of growth, like capacity building and asset optimization. The point that 80% of development spending still goes to physical projects is striking, and it helps explain why private investment keeps declining as investor confidence erodes. I also found the argument that foreign aid weakens accountability and policy learning worth taking seriously, though the shift toward export competitiveness and SME support will be hard to pull off without real regulatory reform.
The authors argue that Pakistan’s 60-year HAQ/HAG growth model, built on brick-and-mortar projects and foreign borrowing, has neglected capacity building and asset optimization, and I find the observation that 80% of development spending still goes to physical infrastructure quite striking. Their emphasis on export competitiveness, SME support, and reducing anti-export tariffs as a more sustainable path than aid is well reasoned. I also appreciate the concrete suggestion to allocate at least 5% of the PSDP to research through university collaborations, though the piece could have addressed how such reforms would be implemented politically.
This piece makes a compelling case for shifting Pakistan’s growth model away from foreign aid and brick-and-mortar projects toward empowering local businesses and competitive markets. The emphasis on technological up-gradation and export diversification resonates strongly—especially the point that archaic technology and overregulation hold back startups. In today’s digital economy, tools that lower barriers for creators and small businesses matter more than ever. For instance, platforms like wan3video.app let anyone turn simple text or images into cinematic videos without expensive equipment or studios. That kind of accessible innovation is exactly what local SMEs and exporters need to compete globally. Uplifting the business community starts with giving them modern, affordable tools to tell their story and reach new markets.
This piece makes a compelling case that Pakistan’s reliance on the HAQ/HAG model of brick-and-mortar projects and foreign borrowing has outlived its usefulness. I found the argument that 80% of development spending still goes to physical infrastructure especially striking, since it explains why capacity building and asset optimization get neglected. The emphasis on export competitiveness, SME support, and reducing anti-export biases feels like a more sustainable path than donor dependency.
The argument that Pakistan’s 60-year HAQ/HAG model has outlived its usefulness is compelling, especially the point that 80% of development spending still goes to brick-and-mortar projects while capacity building and management get neglected. I also found the critique of foreign aid eroding governance quality persuasive, though the claim that GDP growth has come primarily from cotton textile exports feels like it deserves more supporting data. The proposal to allocate at least 5% of the PSDP for university-based research is a concrete step worth debating, and the emphasis on competitive markets over donor dependency is a refreshing shift in framing.
This piece makes a compelling case that reform has to start from the top of the government apparatus rather than waiting for the private sector to pull the rest of the country forward. The call for a digital, research-oriented state from the cabinet downward is the part I find most worth debating — it acknowledges that mainstreaming R&D isn’t just about funding labs, but about rebuilding how decisions get made at every level of administration.
It actually nudged me to reconsider some of my own workflow, since I spend most days working in AI font design. Watching how much bureaucratic friction the authors attribute to outdated, manual systems reminds me why I moved my own type exploration onto tools that let me iterate in minutes instead of weeks — the principle of digitising the tedious parts so the thinking gets more room applies well beyond government.
The distinction between hardware (brick-and-mortar projects) and software (institutional capacity, R&D, and regulatory ease) hits right at the core of why growth targets have historically been difficult to sustain. Allocating resources toward university-industry research collaborations and reducing bureaucratic friction for local exporters is a far more durable path than relying on debt-funded physical projects. Excellent summary of the structural shifts needed.
I appreciated the practical perspective in “PIDE’s Growth Reform Agenda – PIDE Blog”. The point about i’m sorry i lied ai was especially useful, and it gave me a clearer way to think about the subject.
The point about neglecting “software” — capacity building, management, and yield optimization — while 80% of development spending stays brick-and-mortar is the part that stuck with me. It’s striking how the same logic applies to small digital ventures: the barrier is rarely physical infrastructure but the regulatory friction and lack of confidence that keeps founders from scaling. One angle the piece touches only briefly is the creative and digital services export potential, which needs far less capital than textiles to get moving. As a small illustration of how low the barriers can be, platforms like browser-based visual novel games show how lightweight digital products can reach global audiences with no downloads or signup. The structural argument about moving from aid dependency to export competitiveness holds up well.
The point about neglecting “software” — capacity building and optimizing yield on existing assets — while 80% of development spending stays brick and mortar is the part that stuck with me. It’s the same pattern we see in small digital ventures here: capital goes into visible infrastructure, but the data literacy and tooling that actually raise returns get skipped. Even in something as niche as gaming communities, the projects that survive are the ones built on structured, patch-by-patch data rather than one-off spending. A good illustration is this Slayers 2 clans tier list and roll odds, which tracks trainer requirements and clan probabilities across updates instead of guessing. That habit of maintaining usable information is precisely the kind of software investment the reform agenda argues for, and it costs far less than another building.
The point about neglecting the “software” side of development while 80% of spending stays brick and mortar is the part that stuck with me. One area where that software gap shows up clearly is digital skills, and it is encouraging how much of that capability now costs almost nothing to build. Low-barrier tools are a good example: a browser-based gesture synth that turns webcam hand tracking into chords and volume control needs no install, no signup and no video upload, since everything runs on the device. That is the kind of frictionless, exportable skill-building Pakistan’s SME and startup base could plug into without waiting on donor-funded labs. Upskilling on browser gesture instruments will not fix tariffs, but it does show how locally accessible tech can shift the focus from aid dependency to capability.
The distinction between brick-and-mortar spending and software-side capacity building is the part that stuck with me, especially the figure about 80% of development spending going to physical projects. One thing I’d add from the tech side: small studios and indie exporters often hit exactly the overregulation and documentation costs you describe before they ever reach foreign markets, which is why so many promising digital startups stall locally. Even something as niche as a fan-run database for a browser game shows how much value documentation and optimisation work can create when people are free to build. For anyone curious how that kind of community project structures itself, there’s a starter guide to PokeBonk that sources and dates every page — a small but telling example of the software layer generating real output without donor money.
Shahid Sattar and Eman Ahmed make a persuasive case that Pakistan’s reliance on brick-and-mortar projects and foreign aid has crowded out the “software” of capacity building and private initiative. The point about overregulation strangling startups resonates, though I would add that even well-intentioned reforms fail when ordinary citizens cannot access clear, reliable information about the systems they interact with. The same information gap applies in unexpected places, like gaming communities where players waste hours on outdated guides; a good example is this Candy Kingdom Defense codes reference, which documents reported codes and flags uncertainty rather than overselling. That habit of transparent sourcing is exactly what Pakistan’s policy debate needs more of. Uplifting SMEs also requires reducing the information asymmetries that keep small players from competing.
The point about neglecting “software” — capacity building, management, and optimizing yield on existing assets — is the part of this agenda that deserves more attention than it usually gets. It’s telling that 80% of development spending still goes to brick and mortar while SMEs and young firms are left to navigate tariffs and regulatory overlap on their own. One area where the software gap shows up clearly is digital skills: a small team with modest capital can now produce and export content, marketing, or creative work globally without waiting for donor-funded infrastructure. Tools like this AI rap video generator let someone turn a single photo into a shareable vertical video in minutes, which is the kind of low-barrier, exportable service work a more competitive economy should be enabling. Policy continuity and ease of doing business would let far more of these micro-exporters scale.
The point about neglecting “software” — capacity building, management, and optimising yield on existing assets — resonates strongly, and the 80% brick-and-mortar share of development spending is a striking figure. One thing I’d add is that the same logic applies to how young people learn to build businesses: the human capital side of the software layer. A generation raised on gaming and digital tools often develops systems thinking, resource optimisation and iteration instincts that translate surprisingly well to SMEs and export-oriented ventures, yet our education and startup ecosystem barely acknowledges this. For anyone curious how game systems reward optimisation and data-driven decisions, the Clover RPG tier list is a good example of how players learn to compare stats, cooldowns and trade-offs. Pakistan’s competitiveness problem is ultimately a skills and information problem as much as a tariff one.
The point about the HAQ/HAG model neglecting “software” — capacity building, management and yield optimization — is the part that resonates most. After decades of brick-and-mortar spending, the binding constraint is less about capital and more about whether firms and young people have access to the practical knowledge needed to operate and improve what already exists. In that spirit, the documentation work done by communities often fills gaps that formal policy ignores. Something like the Steel Fighters Wiki is a small but telling example: it catalogs codes, titles, game passes and guides with sources and last-checked dates, essentially free capacity building for anyone trying to build and compete. Scale that logic up and you have the kind of software-side investment the article argues for.
The point about the HAQ/HAG model neglecting “software” — capacity building, management, optimizing yield on existing assets — deserves more attention than it usually gets. One practical dimension of that software layer is information: investors, exporters and even small startups make poor decisions when reliable, well-sourced data is hard to find cheaply. That’s true in niche markets too. Even a Roblox battler like Bey Rivals has a community-run beginner's guide for new players that documents verified codes, spin rates and pity, tier placements with patch notes, and per-bey rarity and acquisition methods, with sources and a last-checked date on each page. The scale is trivial, but the principle is the same: transparent, verifiable reference material lowers transaction costs and builds confidence. Pakistan’s reform agenda could borrow that discipline — open, sourced data on tariffs, regulations and sector performance — so local businesses compete on knowledge rather than guesswork.
The point about neglecting “software” — capacity building, management, and yield optimization — while 80% of development spending stays brick and mortar is the part that deserves more attention. One angle the piece touches only briefly is how digital and knowledge-intensive ventures get squeezed by the same overregulation. Even small fan-driven content projects, like the reference work behind this trait reroll simulator, show how much value local creators can build with little more than time and documentation discipline, no donor funding required. If Pakistan’s reform agenda is serious about supporting SMEs and startups, lowering the compliance burden on small digital operators seems like low-hanging fruit that would complement the export diversification argument nicely.
The point about neglecting “software” — capacity building, management, and optimizing yield on assets — while 80% of development spending goes to brick and mortar is the part of this reform agenda that deserves more attention. One area where Pakistan’s exporters and SMEs could capture yield relatively cheaply is in data and decision-making capacity, where AI tools are already lowering the entry cost for smaller firms that cannot afford large analytics teams. Keeping up with what’s actually feasible, rather than chasing hype, matters here; AI for science and research updates is a useful place to follow tools and news relevant to that kind of capability building. Without that software layer, trade diversification and value addition will stay rhetorical.
This piece makes a compelling case that Pakistan’s growth problem is less about brick-and-mortar spending and more about the “software” — capacity building, management quality, and optimizing returns on existing assets. The point about overregulation stifling startups resonates, especially where firms burn productive energy on tariffs and compliance instead of upgrading technology and moving up value chains. One practical way to shift that needle is investing in the kind of digital tools that raise output without heavy capital outlay; for research-driven teams and SMEs, something like research figure and data visualization tools can compress days of manual illustration and charting into minutes, letting smaller firms present professional, publication-ready work and compete more credibly in export markets. That fits the agenda’s emphasis on value addition and competitiveness far better than another round of donor-funded infrastructure.
This insightful analysis from PIDE highlights how Pakistan’s outdated, aid-dependent growth model stifles entrepreneurship and innovation—exactly why tools that empower local creators and SMEs are vital. While policy reform unfolds, digital solutions can already help small businesses stand out: imagine turning a simple photo into a compelling, cinematic zombie-themed promo video in one click—no studio, no crew, just AI-powered storytelling. It’s the kind of accessible, low-cost creativity that aligns with PIDE’s call for homegrown capacity building and competitive differentiation. For anyone looking to amplify their brand with zero friction, check out this innovative tool:
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