Leading a Structural Reform Mission Pivot of Cause-Driven Reform Strategy in Greater Sustainability Narrative at Today's Crossroads • Articulate leadership narrative of the reform in greater representation of shared substantive purpose of the society and the economy in transition, particularly in reference to key strategic decision-making imperative, addressable to today's structural challenges from broader global perspective¹; • Resonate key strategic cornerstones on the shared premise of allocative efficiency and macro stability, while also recognizing an imperative of equity and sustainability (therefore meaningful long-run structural impact), all in the same context of broad-based national development (education and health, but also growth infrastructure that leads to stronger private crowding-in), especially at mutual causes of forward-looking governance leadership²; • Orchestrate sense-making highgrounds of integrated governance strategy, substantive to the transition that in turn forges, coheres and resonates whole-of-nation capacities, resources and factor conditions (such as in application of the medium-term budget and fiscal framework), particularly also in advancing accountable impact of the governance decision-making, thereby leading the transition to a stronger cause-driven sustainability equilibrium going forward³; • Substantiate the narrative at hand with specific examples that altogether contribute to the intended change, notably across perspective of governance and strategy to the operationalization thereof (e.g., structural growth impact at greater climate cause substantive to the UNFCCC's governance leadership), while also making sense of such precedent in synergic contribution to market-policy hysteresis that resonates at sustainable cause in one coherent picture (considering nuance of joint green and digital transition, in recognition of long-term potential growth on a broad-based equity and sustainability foundation⁴); • Emphasize greater shared purpose of the transition as a prerequisite that brings all walks of life to a shared advocacy platform dialog, notably that links action-driven participative-reform discourse to grassroots empowerment agenda at representative cause of the transition, considering reciprocity and complementarity of top-down policy directive and bottom-up initiative of local leaders as agents of change — all in a shared continuum at the transition⁵.

1. Bangkok, Thailand / Page 1 (2) Edition: March 6, 2022
Leading a Structural Reform Mission
Pivot of Cause-Driven Reform Strategy in Greater Sustainability
Narrative at Today's Crossroads
Siripong Treetasanatavorn
Sloan Fellow, Massachusetts Institute of Technology
Leadership Narrative:
• Articulate leadership narrative of the reform in greater representation of
shared substantive purpose of the society and the economy in transition,
particularly in reference to key strategic decision-making imperative,
addressable to today's structural challenges from broader global perspective¹;
• Resonate key strategic cornerstones on the shared premise of allocative
efficiency and macro stability, while also recognizing an imperative of equity
and sustainability (therefore meaningful long-run structural impact), all in the
same context of broad-based national development (education and health,
but also growth infrastructure that leads to stronger private crowding-in),
especially at mutual causes of forward-looking governance leadership²;
• Orchestrate sense-making highgrounds of integrated governance strategy,
substantive to the transition that in turn forges, coheres and resonates whole-
of-nation capacities, resources and factor conditions (such as in application of
the medium-term budget and fiscal framework), particularly also in advancing
accountable impact of the governance decision-making, thereby leading the
transition to a stronger cause-driven sustainability equilibrium going forward³;
• Substantiate the narrative at hand with specific examples that altogether
contribute to the intended change, notably across perspective of governance
and strategy to the operationalization thereof (e.g., structural growth impact at
greater climate cause substantive to the UNFCCC's governance leadership),
while also making sense of such precedent in synergic contribution to market-
policy hysteresis that resonates at sustainable cause in one coherent picture
(considering nuance of joint green and digital transition, in recognition of long-
term potential growth on a broad-based equity and sustainability foundation⁴);
• Emphasize greater shared purpose of the transition as a prerequisite that
brings all walks of life to a shared advocacy platform dialog, notably that links
action-driven participative-reform discourse to grassroots empowerment
agenda at representative cause of the transition, considering reciprocity and
complementarity of top-down policy directive and bottom-up initiative of local
leaders as agents of change — all in a shared continuum at the transition⁵.
References (in appearance order):
1. See discussion on challenges and opportunities in reference to the increasing
complexity of EU fiscal governance (IMF, 2021):
https://www.imf.org/en/News/Articles/2021/11/15/sp111221-the-future-of-the-eu-
fiscal-governance-framework

2. S. Treetasanatavorn. Leading a Structural Reform Mission
Edition: March 6, 2022 Bangkok, Thailand / Page 2 (2)
2. See discussion of China's reform leadership from international perspective
(Brookings Institution, 2016): https://www.brookings.edu/on-the-record/an-
assessment-of-premier-li-keqiangs-government-work-report; particularly in today's
new global context (Xinhua, 2022):
https://english.news.cn/20220305/e9e1edff08344543aee8bbc9d40fff58/c.html
3. See discussion from treasury perspective of Sub-Saharan Africa (IMF, 2017):
https://www.imf.org/-/media/Files/Publications/WP/2017/wp17203.ashx; with a
specific example of South Africa's leadership at COVID's transition (South Africa's
National Treasury, 2021):
http://www.treasury.gov.za/documents/mtbps/2021/mtbps/FullMTBPS.pdf
4. See governance framework of the climate-related financial disclosure (TCFD, 2021):
https://assets.bbhub.io/company/sites/60/2021/07/2021-TCFD-Status_Report.pdf; in
complementarity to the narrative of the Fourth Industrial Revolution (WEF, 2016):
https://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-
means-and-how-to-respond
5. See example of ex-post assessment of 1997-1998 Korean Financial Crisis (IMF,
2006): https://www.imf.org/external/np/seminars/eng/2006/cpem/pdf/kihwan.pdf