Editorial – Pitfalls

New lease of life for the Mohammed VI Fund. A strategic instrument of investment policy, it is entering a new phase. Logically, the priorities of the new leader on board will be in line with the Fund’s strategic objectives. However, emphasis must nevertheless be placed on certain decisive aspects to improve its impact on the national economy. The aim is not to change course, but rather to accelerate the work.

The Fund’s new CEO is expected to demonstrate her ability to combine strategic rigor, speed of execution, and attentive listening to the real needs of the economic fabric. The Fund’s effectiveness will depend on its ability to avoid a series of pitfalls.

One of the first challenges will be to reassure people of the implementation dynamics. One of the main risks remains that the new vision will be held hostage by bureaucratic red tape. Delays in project selection, validation and financing could compromise the achievement of the set objectives. Attracting and, above all, retaining the best talent in terms of strategic analysis, financial engineering, and private equity will be one of the new management’s key challenges. Another pitfall to be avoided is the gap between the real needs of operators, especially small and medium-sized businesses and local authorities, and the impact of the Fund’s projects. Pushing for greater private sector involvement is a lever that has not yet been fully activated. The Fund must therefore fully activate its role as a catalyst, capable of anchoring a logic of lasting partnership with private investors because, it should not be forgotten, the Mohammed VI Fund was designed to be more of a catalyst for investment dynamics. This will enable the vision to be quickly translated into concrete results.