From MOU Announcements to Measured Outcomes

Public announcements of memoranda of understanding (MOUs) have become a visible feature of Saudi Arabia’s business and investment narrative. They signal intent, momentum, and international interest. However, public data on post-MOU execution, delivery milestones, and realised outcomes remains limited, making it difficult to assess how often these agreements translate into sustained economic or capability impact.

Government strategy documents emphasise foreign direct investment (FDI), SME growth, localisation, and technology transfer as national priorities. Digital platforms such as Absher, Nusuk, and unified licensing portals demonstrate significant progress in administrative efficiency. Yet, beyond licensing and onboarding, responsibility for delivery often fragments across institutions, partners, and intermediaries, diluting outcome ownership once the announcement phase passes.

This fragmentation helps explain the persistence of intermediaries. Their role is less about access and more about navigating institutional boundaries, managing reputational risk, and compensating for unclear accountability structures. While some intermediaries add genuine value, the absence of standardised post-entry measurement allows others to operate without responsibility for results. This dynamic affects both foreign entrants and domestic actors, reinforcing a cycle where preparation is demanded, but delivery accountability is diffuse.

A more mature ecosystem requires shifting emphasis from entry validation to outcome governance. Tangible mechanisms already exist in comparable markets and can be adapted locally:

– Post-MOU delivery scorecards published internally or sector-wide, tracking milestones such as localisation commitments met, jobs created, technology transferred, and revenue generated within defined timeframes.

– Named outcome owners within sponsoring institutions, responsible for post-entry coordination and reporting beyond initial approvals.

– Time-bound partnership reviews, where MOUs automatically lapse or convert based on verified delivery benchmarks rather than visibility.

– Intermediary accreditation tied to outcomes, where advisors and facilitators are evaluated on realised impact, not deal volume.

Public policy documents already frame FDI and SME participation as contributors to national capacity rather than transactional wins. Embedding measurable responsibility across the lifecycle would align execution with stated intent, reduce dependency on unaccountable mediation, and make system performance visible without increasing regulatory burden.

In this framing, a National Sense of Responsibility (NSR) functions as organisational EQ: the capacity of institutions, firms, and intermediaries to recognise their role in the wider system and remain accountable after attention shifts. Where responsibility is structurally embedded, enthusiasm becomes optional - delivery becomes the standard.