The government that talks to itself

In today's marketing landscape, trust plays a crucial role. Regardless of the quality of copywriting or video production, if the audience cannot trust the source, they will not listen. Pakistan currently finds itself in this situation, with its own government. The exact fairness of this situation is subjective, but what is concerning is the underlying issue that persists even if the entire country were to trust the government immediately.

A social media regulator that does not have a social media presence is not a small oversight; it is fundamentally contradictory to its name. Every organization has a head, a chairman, a managing director, or a minister, and it is acceptable for them to showcase their roles. However, when the person assumes the responsibility of content strategy, replacing information with meetings, visits, handshakes, and signed documents, it becomes a problem.

On Pakistani government accounts, this becomes evident quickly. Instead of addressing the public directly, they talk about themselves, which is not genuine communication. While searching for information about the Social Media Protection and Regulatory Authority, the body that recently emerged to regulate social media in Pakistan, one quickly realizes that the organization lacks a social media presence.

This absence is not just a minor gap; it is almost a contradiction in the name. The irony of finding fan pages for retired cricketers older than the authority is hard to deny. The same issue can be observed in other government initiatives, like the government’s five-pillar economic plan, Uraan Pakistan. The official website for Uraan Pakistan, launched at the end of 2024, has remained largely inactive, with no recent updates on LinkedIn or Facebook.

While the Facebook page might be active, the content mostly consists of shared posts, meetings, and statements by the minister, rather than focusing on the plan itself. This pattern is not unique to a few departments but is the default setting across various official accounts. Many of these accounts consist of meetings, MOUs, and delegation visits, with content primarily written by experts who may have forgotten that most readers might not fully understand the subject matter.

The Special Investment Facilitation Council (SIFC) exemplifies this problem differently. While their mandate is to facilitate investment, the organization’s efforts have been questioned due to a lack of transparency in explaining their role and impact. The question of how much investment SIFC has brought in persists, indicating a failure in communication rather than a lack of understanding on the public’s part.

The same mindset of prioritizing the institution over the audience can be observed in other organizations as well. A communication strategy centered around a website and occasional press releases assumes that everyone has reliable connectivity, English literacy, a smartphone, time, confidence, and the patience to navigate official portals.

In reality, while Pakistan has more internet access than previously thought, access does not guarantee usable access. Many people may have limited language skills, struggle with the format, face cost barriers, have poor device quality, or lack nearby support to explain the process. This disconnect is not exclusive to urban areas but affects rural populations too.

The communication strategy that relies solely on a website and press releases overlooks the diverse needs of the population. The National Database and Registration Authority (NADRA) offers an example of successful engagement. By moving many identity-card processes onto a phone app, including mobile biometric verification, millions of people have downloaded and used the app successfully because the design catered to the user, not just the database behind it.

This user-centric approach contrasts with many government initiatives that focus on the institution rather than the user. Beyond the technical aspects, the failure to communicate effectively stems from a broader institutional mindset that prioritizes internal processes over user needs. Building systems that cater to the easiest-to-reach audience inadvertently excludes others, often without any deliberate decision.

The National Database and Registration Authority’s app demonstrates that when the focus is on the user, significant positive outcomes can be achieved. The lesson here is clear: a communication strategy that truly engages with the public, regardless of their background or access, is essential for effective governance.