_And despite expectations…_ Abdul Moaz Hussein Al-Mukabrabi Bureaucratic_Luxury_Extravagance_in_Reception_Ceremonies_and_Inaugurations (Institutional Hypocrisy Contrary to Reality)..!!?

“The pomp and formalities of government visits cost the public treasury more than the value of the achievement itself!
It is not logical to inaugurate a water station with motorcades of dozens of luxury cars and crowds with no real work, where the cost of the motorcade exceeds the cost of the project itself.
The state must take into account the difficult economic situation the country is going through, and implement real austerity that starts by reducing these costly displays and focusing on direct, practical follow-up.”

*Institutional Fake Ornamentation* in front of leaders’ receptions is deception that prevents the achievement of strategic reform.

The central objective of the science of strategic management is to bring about organizational change and development for systems to achieve a breakthrough, effectiveness, and efficiency at the highest levels of quality through continuous reform and constant improvement within the institutional environment — at the level of structure, resources, plans, and operational activity.

This does not happen except through a competent administrative mind: _senior leadership_.
Understanding the administrative act to establish balances, and to implement standards of overall institutional performance excellence. The basic guarantor of the solidity of outputs lies in the dynamics of administrative processes: planning, monitoring, evaluation, assessment, organization, productivity, marketing, and promotion — according to the nature of the system.

This is a prelude to criticizing a phenomenon that represents the root of dysfunction, and is tantamount to “throwing dust in the eyes” of leaders when they come to make administrative inspection visits to their institutions. The purpose of these visits is to uncover areas of defect and weakness, and to identify areas of poor performance, in order to bring about corrective change and set the course back on the right track.

However, those with personal agendas in these institutions deliberately mislead change leaders by creating superficial framework arrangements and protocol ornamentation: lavish receptions, poetic speeches, the ringing of praising words, mobilizing crowds, and falsifying files of truth to hide areas of weakness and illness.
This is done through administrative deception and technical hypocrisy to convince the leader that this institution is almost exceeding global quality excellence standards.

The leader then returns with a false sense of reassuring complacency, without any tools or evidence for potential reform decisions, change, or correcting the institution’s deviant path — an institution whose managers are skilled at “patting with words” without “grinding with action.”

I have witnessed multiple examples of these models during many inspection visits by leaders to different institutions. I saw how reception committees become velvet barriers that suffocate the principle of institutional reform and strategic change.

This in turn weakens the overall performance of organizational structures. The standards of development, renaissance, and progress are disrupted — those needed to achieve national strategic goals in the political, economic, social, media, informational, cultural, and security fields. These are the elements of state power.

This phenomenon must change so that leaders can come face-to-face with facts as clear as the sun at midday.
_It is a “Sudanese-made administrative gurtag” — a wedding of receptions and the logic of perpetual failure._

God is our Helper.