In the past decade, the landscape of governance has experienced seismic shifts, driven by rapid technological advances and changing global dynamics. Governments worldwide are finding that to navigate this evolving terrain, it is necessary to transform their operational and strategic frameworks.
This transformation is not merely about adapting to new technologies or policies; it's about fundamentally reshaping how governments think, operate and deliver services to their citizens. It is about redefining working models and skill sets in government.
In parallel to this transformation in governance models, the world of work (private and public) is witnessing a big rearrangement. According to the World Economic Forum’s Future of Jobs Report 2025, 44 per cent of workers’ core skills are expected to change in the next five years, driven by rapid advancements in technology, particularly artificial intelligence (AI).
Automation, AI, and machine learning are not only reshaping industries but also redefining the very nature of jobs, creating new opportunities while rendering some roles obsolete. As businesses and governments grapple with this unprecedented shift, one thing is clear: the future of work will demand adaptability, innovation and a commitment to life-long learning.
To manage such changes and address complex challenges from economic diversification to digital transformation, governments around the world historically relied heavily on external consultants. In 2023 alone, GCC governments spent over $6 billion on consulting services.
However, trends and studies conducted globally are pointing out that this carries that risk of creating dependency, which has its drawbacks. This was prominently highlighted by economists such as Mariana Mazzucato from the London School of Economics, who argued that such reliance can hollow out essential capabilities within public institutions. This outsourcing trend risks losing institutional memory and strategic agility, making it difficult for governments to respond to new challenges independently.
The pitfalls of overreliance on consultants are evident across various national examples. The UK, for instance, spent upwards of £1.5 billion ($1.9 billion) on external consultants in 2020, prompting the National Audit Office to issue warnings about the erosion of internal expertise.
Governments need a robust internal ecosystem capable of generating innovative solutions and strategic insights
Similarly, Australia reported significant expenditures exceeding A$1.1 billion ($684million) in the same year. Both countries have recognised the unsustainable nature of this trend and are working to reverse it.
There is no doubt that consultants can add value and consulting firms do bring expertise. But no external adviser can fully replicate the contextual understanding, cultural insight and long-term commitment of a well-trained civil service.
It is imperative for governments to regain control over their strategic direction as the rapid pace of change dictated by the pervasive impact of AI on all sectors mandates a rethinking of traditional governance models. This means not only reskilling the civil service but also building a comprehensive suite of internal capabilities.
Governments need a robust internal ecosystem capable of generating innovative solutions and strategic insights. This involves investing in people – training public servants in critical thinking, strategic problem-solving and digital literacy.
It also means creating institutional structures that promote innovation, such as in-house consulting hubs that can perform the dual role of executing projects and retaining knowledge within the government apparatus.
Building these capabilities from within offers several advantages. First, it ensures that decisions are informed by a deep understanding of local contexts and long-term policy implications.
Second, it fosters a culture of continuous learning and adaptation among public servants, which is essential in a rapidly changing world. Third, it reduces costs over the long term, as less money is spent on external consultants and more is invested in sustainable internal development.
This mindset shift should be net positive. Looking at the GCC’s government combined consulting spend, a mere five per cent reduction could save $300 million annually – funds that could be redirected to train public servants, build in-house consulting hubs and foster innovation from within.
Such hubs would not only reduce costs but also ensure that institutional knowledge stays where it belongs: within government. As governments adapt to the evolving demands of the digital age, fostering a workforce that is equipped with analytical thinking, creativity and internal consulting skills becomes crucial.
Public servants must hone their ability to analyse complex data and craft innovative solutions to contemporary challenges, transcending traditional approaches.
This skillset not only enables them to negotiate intricate policy landscapes but also to design and implement innovative, sustainable solutions that resonate with both local and global standards.
This strategic enhancement of internal skills is essential for building agile governments that are prepared to lead their nations into a future marked by rapid technological and societal changes.
Zayed Sustainability Prize
Killing of Qassem Suleimani
Key facilities
- Olympic-size swimming pool with a split bulkhead for multi-use configurations, including water polo and 50m/25m training lanes
- Premier League-standard football pitch
- 400m Olympic running track
- NBA-spec basketball court with auditorium
- 600-seat auditorium
- Spaces for historical and cultural exploration
- An elevated football field that doubles as a helipad
- Specialist robotics and science laboratories
- AR and VR-enabled learning centres
- Disruption Lab and Research Centre for developing entrepreneurial skills
Mohammed bin Zayed Majlis
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Killing of Qassem Suleimani
Killing of Qassem Suleimani
Super Saturday race card
4pm: Mahab Al Shimaal Group 3 | US$350,000 | (Dirt) | 1,200m
4.35pm: Al Bastakiya Listed | $300,000 | (D) | 1,900m
5.10pm: Nad Al Sheba Turf Group 3 | $350,000 | (Turf) | 1,200m
5.45pm: Burj Nahaar Group 3 | $350,000 | (D) | 1,600m
6.20pm: Dubai City of Gold Group 2 | $300,000 | (T) | 2,410m
6.55pm: Al Maktoum Challenge Round 3 Group 1 | $600,000 | (D) | 2,000m
7.30pm: Jebel Hatta Group 1 | $400,000 | (T) | 1,800m
Race card
6.30pm: Emirates Holidays Maiden (TB), Dh82,500 (Dirt), 1,900m
7.05pm: Arabian Adventures Maiden (TB), Dh82,500 (D), 1,200m
7.40pm: Emirates Skywards Handicap (TB), Dh82,500 (D), 1,200m
8.15pm: Emirates Airline Conditions (TB), Dh120,000 (D), 1,400m
8.50pm: Emirates Sky Cargo (TB), Dh92,500 (D)1,400m
9.15pm: Emirates.com (TB), Dh95,000 (D), 2,000m
The years Ramadan fell in May
UAE currency: the story behind the money in your pockets
The biog
Hometown: Cairo
Age: 37
Favourite TV series: The Handmaid’s Tale, Black Mirror
Favourite anime series: Death Note, One Piece and Hellsing
Favourite book: Designing Brand Identity, Fifth Edition
Killing of Qassem Suleimani
Keep it fun and engaging
Stuart Ritchie, director of wealth advice at AES International, says children cannot learn something overnight, so it helps to have a fun routine that keeps them engaged and interested.
“I explain to my daughter that the money I draw from an ATM or the money on my bank card doesn’t just magically appear – it’s money I have earned from my job. I show her how this works by giving her little chores around the house so she can earn pocket money,” says Mr Ritchie.
His daughter is allowed to spend half of her pocket money, while the other half goes into a bank account. When this money hits a certain milestone, Mr Ritchie rewards his daughter with a small lump sum.
He also recommends books that teach the importance of money management for children, such as The Squirrel Manifesto by Ric Edelman and Jean Edelman.
Emergency
Director: Kangana Ranaut
Stars: Kangana Ranaut, Anupam Kher, Shreyas Talpade, Milind Soman, Mahima Chaudhry
Rating: 2/5
ASHES SCHEDULE
First Test
November 23-27 (The Gabba, Brisbane)
Second Test
December 2-6 (Adelaide Oval, Adelaide)
Third Test
December 14-18 (Waca Ground, Perth)
Fourth Test
December 26-30 (Melbourne Cricket Ground, Melbourne)
Fifth Test
January 4-8, 2018 (Sydney Cricket Ground, Sydney)
UAE currency: the story behind the money in your pockets
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Mohammed bin Zayed Majlis
MATCH INFO
West Ham United 2 (Antonio 73', Ogbonna 90 5')
Tottenham Hotspur 3 (Son 36', Moura 42', Kane 49')
The five pillars of Islam
The five pillars of Islam
1. Fasting
2. Prayer
3. Hajj
4. Shahada
5. Zakat
What is the FNC?
The Federal National Council is one of five federal authorities established by the UAE constitution. It held its first session on December 2, 1972, a year to the day after Federation.
It has 40 members, eight of whom are women. The members represent the UAE population through each of the emirates. Abu Dhabi and Dubai have eight members each, Sharjah and Ras al Khaimah six, and Ajman, Fujairah and Umm Al Quwain have four.
They bring Emirati issues to the council for debate and put those concerns to ministers summoned for questioning.
The FNC’s main functions include passing, amending or rejecting federal draft laws, discussing international treaties and agreements, and offering recommendations on general subjects raised during sessions.
Federal draft laws must first pass through the FNC for recommendations when members can amend the laws to suit the needs of citizens. The draft laws are then forwarded to the Cabinet for consideration and approval.
Since 2006, half of the members have been elected by UAE citizens to serve four-year terms and the other half are appointed by the Ruler’s Courts of the seven emirates.
In the 2015 elections, 78 of the 252 candidates were women. Women also represented 48 per cent of all voters and 67 per cent of the voters were under the age of 40.
Farage on Muslim Brotherhood
Nigel Farage told Reform's annual conference that the party will proscribe the Muslim Brotherhood if he becomes Prime Minister.
"We will stop dangerous organisations with links to terrorism operating in our country," he said. "Quite why we've been so gutless about this – both Labour and Conservative – I don't know.
“All across the Middle East, countries have banned and proscribed the Muslim Brotherhood as a dangerous organisation. We will do the very same.”
It is 10 years since a ground-breaking report into the Muslim Brotherhood by Sir John Jenkins.
Among the former diplomat's findings was an assessment that “the use of extreme violence in the pursuit of the perfect Islamic society” has “never been institutionally disowned” by the movement.
The prime minister at the time, David Cameron, who commissioned the report, said membership or association with the Muslim Brotherhood was a "possible indicator of extremism" but it would not be banned.
Killing of Qassem Suleimani
McLaren GT specs
Engine: 4-litre twin-turbo V8
Transmission: seven-speed
Power: 620bhp
Torque: 630Nm
Price: Dh875,000
On sale: now
Mohammed bin Zayed Majlis
COMPANY%20PROFILE
%3Cp%3E%3Cstrong%3ECompany%20name%3A%3C%2Fstrong%3E%20Revibe%20%0D%3Cbr%3E%3Cstrong%3EStarted%3A%3C%2Fstrong%3E%202022%0D%3Cbr%3E%3Cstrong%3EFounders%3A%3C%2Fstrong%3E%20Hamza%20Iraqui%20and%20Abdessamad%20Ben%20Zakour%20%0D%3Cbr%3E%3Cstrong%3EBased%3A%3C%2Fstrong%3E%20UAE%20%0D%3Cbr%3E%3Cstrong%3EIndustry%3A%3C%2Fstrong%3E%20Refurbished%20electronics%20%0D%3Cbr%3E%3Cstrong%3EFunds%20raised%20so%20far%3A%3C%2Fstrong%3E%20%2410m%20%0D%3Cbr%3E%3Cstrong%3EInvestors%3A%20%3C%2Fstrong%3EFlat6Labs%2C%20Resonance%20and%20various%20others%0D%3C%2Fp%3E%0A
Zayed Sustainability Prize
Mohammed bin Zayed Majlis
Company profile
Date started: December 24, 2018
Founders: Omer Gurel, chief executive and co-founder and Edebali Sener, co-founder and chief technology officer
Based: Dubai Media City
Number of employees: 42 (34 in Dubai and a tech team of eight in Ankara, Turkey)
Sector: ConsumerTech and FinTech
Cashflow: Almost $1 million a year
Funding: Series A funding of $2.5m with Series B plans for May 2020
Zayed Sustainability Prize
Red flags
- Promises of high, fixed or 'guaranteed' returns.
- Unregulated structured products or complex investments often used to bypass traditional safeguards.
- Lack of clear information, vague language, no access to audited financials.
- Overseas companies targeting investors in other jurisdictions - this can make legal recovery difficult.
- Hard-selling tactics - creating urgency, offering 'exclusive' deals.
Courtesy: Carol Glynn, founder of Conscious Finance Coaching
Brief scoreline:
Manchester United 2
Rashford 28', Martial 72'
Watford 1
Doucoure 90'
