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Bhutan Audience

Enlightened Entrepreneurial Bureaucracy

The Enlightened Entrepreneurial Bureaucracy is a bold civil service transformation agenda inspired by His Majesty the King of Bhutan’s visionary call to reimagine the civil service. It aims to cultivate a future-ready bureaucracy that is agile, innovative, citizen-centric, and driven by purpose. It envisions civil servants as catalysts of change—high-impact leaders, entrepreneurial professionals, and motivated changemakers—delivering transformative public value with excellence. By fostering a culture of creativity, collaboration, and continuous learning, this initiative seeks to elevate Bhutan’s governance model into one that not only serves but empowers its people with enlightened foresight and entrepreneurial spirit.

What makes one not a civil servant?

Bhutan’s true strength lies not in its policies, but in its people. Yet, the question we must ask is not who is a civil servant—but rather, who is not? If service is the highest calling, then every Bhutanese, regardless of title, must embrace a duty beyond self-interest, breaking the bureaucratic mold and redefining governance as a shared responsibility.

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Today’s Young Builders & Nation Building

Too often, young people are called “future leaders,” implying their impact lies in the distant future. But across Bhutan, young builders are already shaping their communities—whether by planting trees, innovating in renewable energy, advocating for sustainability, or supporting their families. Their contributions are happening now, not just in the years to come. The talk will explore how empowering youth with the right identity can drive real change. What happens when we call them “young builders” instead? How does this shift in perspective transform engagement, confidence, and the future of our nation?

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Brand Bhutan – Bhutan Believe

In this evolving narrative, “Bhutan Believe” is more than a brand—it is a movement. It is not about how the world sees Bhutan but how Bhutan sees itself. Can we position our nation as an economic force while safeguarding its soul? The answer lies in leveraging our cultural depth and spiritual wisdom to create a compelling identity that blends progress with purpose. If Bhutan is a story, then it must be told with conviction, authenticity, and an unwavering belief in its uniqueness.

Better to Best Bhutan- A Spirited Call to Nation Building

Bhutan stands at the threshold of an exciting transformation—one that envisions a thriving nation driven by unity, innovation, and an unshakable belief in its future. Better to Best Bhutan is not just a call to action; it is a movement that empowers every Bhutanese to actively shape the Kingdom’s growth and prosperity. With the ambitious objectives of the 13th Five Year Plan to achieve a USD 10 billion GDP by 2033, the 10 X National Economic vision by 2050 and the bold vision of the Gelephu Mindfulness City, this initiative fosters collaboration, healthy competition, and a shared commitment to national progress. Rooted in the ethos of Bhutan Believe, the talk aims to strengthen social cohesion, nurture local talents, and ignite an entrepreneurial spirit that will propel Bhutan towards a high-income, Gross National Happiness-driven economy. This talk will delve into how we, as a nation, can come together to harness our collective potential, embrace change, and transform Bhutan from Better to Best.

Doji Dhratyul

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What makes one not a civil servant?

We have a marvelous metaphor to gauge the wisdom and pricelessness of a King’s speech. Every word spoken by a King is compared to a golden nugget, thus signifying its “preciousness and rareness.” Royal words are also considered to be heavier than mountains indicating their “immeasurable depth of wisdom and far-sightedness”. This metaphor is aptly summed up in a popular Bhutanese saying roughly translated as, “It is more daunting to carry out the Royal command than to carry a mountain, and more precious than gold to be ignored or put aside.”

 “…If in the next 10 to 15 years, we achieve all our national objectives, the credit will go to our public servants. However, if we fail, it will mean that the public servants have failed…”- His Majesty Jigme Khesar Namgyel Wangchuck. The Royal Address, 111th National Day, Samtse December 17, 2018. The Kingdom of Bhutan.

An invigorating inspiration, a captivating challenge, and a magnetic mission for civil servants to achieve within the next decade is ingrained in the above Royal words. These Royal words also bestow a high honor to which civil servants could aspire.

With this paper, I attempt to define or redefine the meaning of a “civil servant” by answering the basic question – “Who is or who is not a Civil Servant?”

The dictionary definitions of these two words “civil” and “servant” resonate positive values such as; courteous, polite, secular, humility, ethics, volunteer, discipline, ladylike, gentlemanly, kind, fair, the leadership of self, risk taker, innovator, and so on. When put together, the term “civil service” should thunder with even more positive values and morals. And rightfully so, civil service remains the number one job choice for the new graduates in Bhutan. Selection of civil servants is extremely competitive and only the highest achievers are successful. In 2016, a total of 4,027 graduates registered online, of which 3,536 appeared in the preliminary examination. Of those 2,659 graduates who qualified, 2,487 appeared to take the main examination, out of which only 480 graduates were selected as civil servants.

To be a civil servant is a peerless privilege, an intellectual invigoration and a high honor. In reciprocity, a civil servant’s key purpose should be to serve the people, the country and The King, unconditionally. I would propose that much like monks commit their lives for the spiritual well being of all sentient beings, and the armed services pledge to safeguard the security of the Nation, a civil servant’s commitment is towards securing the socio-economic well being of their fellow citizens.   

Philip Yeo is one of Singapore’s most accomplished government officials, credited as one of the key players in making what Singapore is today. Yeo is considered a top civil servant and a role model but he is also well known as a maverick that has blazed new paths in a manner more akin to an entrepreneur than a civil servant (defiled image of a civil servant), breaking rules, defying conventions and stepping on more than a few toes along the way.

Phillip Yeo  says, “…civil servants should stop worrying about their careers & start getting sh*t done…”. I would go even one step further and add that civil servants should also stop worrying about their “retirement”. While career, asset building, and retirement are important for everyone, it is not within the terms of reference of an ideal civil servant. The 21st-century civil service should be more than a salary-paying job. It should be about volunteerism and sacrifices in the service of the Tsawa Sum. 

Paradoxically, today it appears to be more of a norm, rather than an exception, that civil servants are labeled just the opposite of what they should ideally be. Even, Philip Yeo is supposed to have said, “Don’t call me a civil servant. I consider that an insult.”  

The recent comments and complaints in the Bhutanese media and gossip on the street, depict a perception and image of civil servants that seems to have made a 180-degree turn. Today, bureaucracy is notoriously labeled as lazy, complacent inefficient, inflexible, inconsiderate, risk averse, impolite, unapproachable, non-responsive, self-serving, overly bureaucratic, and so on. 

Following the Royal command issued to the Royal Civil Service Commission (RCSC) in 2007, numerous reforms have been instituted. Some positive impacts have already been felt and observed at all levels across the country. At the national level, the RCSC has rolled out reforms in five key areas in pursuance to the vision of “making Bhutanese civil service great” and “excellence in service”. The reforms are, viz: 1. Bhutan Civil Service System; 2. Organizational Development (OD) Exercise; 3. Great Leadership, Succession Planning, and Leadership Development; 4. Managing for Excellence; and, 5. Civil Service Well-being.  As these reforms may suggest, we still have a long way to go.  

I would like to share my experiences both as a service provider (civil servant) and as a client of civil service. I am lucky that I have come across many great civil servants throughout my lifetime. That said, I have also crossed paths with many civil servants who “need improvement” – and I consider myself as one of them.  The inspiration for my definition of a “great” civil servant stems directly from The Golden Throne and is as follows:

“… it is the bureaucracy’s example that will be followed, strengthening the civil service would be the first step to creating a strong foundation for a successful democracy. The civil service must strive for the highest standards, live by higher ideals and nurture a sense of duty towards fellow Bhutanese…”  – The Royal Command to RCSC, 2007.

At the 12th convocation of the Royal University of Bhutan, in 2017, His Majesty outlined five extraordinary qualities by which all Bhutanese should navigate the 21st century. These qualities are, viz.-Sincerity, Mindfulness, Astuteness, Resilience, and Timelessness; together they are crisply acronymed “SMART”.  SMART qualities feature as one of the policies guiding the civil service values and conduct of the 2018 Bhutan Civil Service Rules (BCSR) and I believe civil servants by default are its designated champions. Therefore SMART should be at the core of the civil servants’ value system.

I humbly believe that The Golden Throne succinctly outlined the key ingredients for a “role model civil servant” in His Majesty’s November 7th, 2007 Coronation Address:

“… Throughout my reign, I will never rule you like a King. I will protect you as a parent, care for you as a brother and serve you as a son. I shall give you everything and keep nothing; I shall live such a life as a good human being that you may find it worthy to serve as an example for your children; I have no personal goals other than to fulfill your hopes and aspirations. I shall always serve you, day and night, in the spirit of kindness, justice, and equality.” 

Taking inspirations from the above Royal visions, I would like to define a great civil servant “as someone that has the highest ideals and highest morals characterized by selflessness in the service of the fellow citizens.” This definition places more stress on the human factor than systems and structures. Jim Collins, the author of the best seller book “Good to Great” believes, “Greatness is primarily not a function of circumstances, it is first and foremost a matter of conscious choice and discipline.”

No matter how perfect the structures and systems might be, the onus lies on an individual civil servant to uphold these values; and it is an individual who has to make the decision to take action. I do agree that it would be helpful to have great systems, structures, and institutions yet it comes down to the individual and their personal responsibility.

While it is difficult to pinpoint the reasons for the deficiencies that are supposedly defiling the civil service, I would like to discuss individual “attitude and mind-set” as one of the main possible causes.

“Job security” is commonly stated as the key reason new graduates choose civil service as their top choice.  Unfortunately, once on the payroll of the civil service, we tend to take our employment for granted and feel too secure. Slowly, such a blatant sense of security degenerates into a state of complacency, which I argue is the biggest challenge in our civil service today. While measures are put in place by RCSC to differentiate the performers and non-performers, the system is yet to fully mature. A system of reward and punishment based on the level and quality of performance is yet to be effective. Therefore, many still believe that whether one burns the midnight oil on duty or simply basks in the sun, one will still receive remuneration at the end of each month and many times even be gifted with promotion. Recurrence of such indifferent treatment can lead to the perpetuation of complacency and indifference. We tend to take our core responsibility of public service as a by-product of the job that pays our monthly salary, all the while believing and acting as if we are doing a big favor by providing the very services we are supposed to offer. We think and act as if we have a vested right to be bureaucratic at the cost of choking the public service delivery system.

I have had many experiences, both as a victim and as a beneficiary, of a biased, conditional and unfriendly bureaucracy. I used to and still (though consciously trying not to) tend to look for someone I know or someone who knows someone influential in an agency from where I have to avail a service. Here I am referring to works that are not even personal or private but authentically “official”.  I must confess that in doing so, I am actually encouraging “uncivil” practices. This practice has become the simple choice between getting my work done on time with the help of someone influential, or following the normal bureaucratic procedures and becoming frustrated with the delay. Sadly, such situations convert an otherwise very efficient person into a useless one, simply due to the inefficiency of someone else’s actions. If this is the state of affairs for a senior bureaucrat, one can imagine how hopeless the situation would be for a commoner who knows no one in that particular space.   

But let’s not despair, there is surely a light at the end of the tunnel. Service delivery can be enhanced one hundred fold, and it should. The required systems, structures and institutions to get services delivered effectively and efficiently do exist and are in place. It’s the individuals managing and manipulating these structures and institutions who are strangling the very system. Let me share two examples to prove this point, one quite recent and another which occurred some years ago. In the first instance, I was able to renew my official documents in just about two hours after making a few calls to the right individuals and then presenting myself in person. In the second instance, I was able to acquire the very same document for a relative, also in record time, but with the help of a fairly junior civil servant. He was not even working in the department that issued the documents but none-the-less he did it, something which I could not have done on my own. This implies that it matters who you know to get your work done and the vice versa is true more often than not. I seriously doubt if this particular service could have been accomplished any faster, anywhere in the world. Those days, this task would take at least a few days if you happen to know someone and, if not, at least a week.

I vividly remember in the past how I always had to seek favors of some known persons to get this particular document released or renewed on time. On several occasions, I had to stoop out of my way to please a person simply to have them provide the necessary service(s) that he/she was supposed to deliver; leaving me reduced to nothing less than “begging” in order to receive equal treatment.

The recent example was with a state-owned enterprise, one that popularly claimed to be far better in terms of its work culture (corporate culture) than the civil service work culture. Surprisingly, this does not always seem to be the case. The incumbent service provider was very rude, arrogant, authoritarian and could not have been bothered to assist me, yet he instantly changed his conduct the moment I told him that I was a dzongda. At this point he told me to return after lunch, just a few hours later, to collect the letter which I am certain would have otherwise taken at least another day, or more, to complete.

Regrettably, before going to this office, I checked with my wife if she personally knew anyone in that office. This unhealthy practice of public service delivery based on the “doing a favor” model, influenced by the degree of acquaintance and the status of the service seeker, is so widespread and deeply ingrained that even those at a very senior level (secretary and minister) tend to look for acquaintances. 

These two scenarios clearly indicate that we already have the necessary structures and systems in place to enable civil servants with the ability to deliver public services in a world-class manner but if, and only if, those managing the system determine to protect and promote the integrity and efficiency of their position. It is the individuals who make the system bureaucratic and, unless there is something in it for oneself, one tends to go by the book thus suffocating the system and making bureaucracy the biggest hurdle in service delivery. Former Indian President Pranab Mukherjee has also said in IIM, Ahmedabad, November 17, 2018, “…Bureaucracy is the biggest hurdle of our development, and we must rectify it…”

I believe those of us in senior positions could lead this change. Small changes to the approach and conduct of business by those in decision-making positions could bring about a huge impact. To start with, we just need to be a little more flexible; more willing to take risks; and, if necessary, even consider bending (not breaking) rules in the interest of enhancing service delivery.

We are talking about the advent of a paradigm shift in attitudes and mindsets. Lead by example. I believe we need to think hard on what we have voluntarily agreed to do by entering into the civil service. As a civil servant, we are nothing short of a volunteer or a social worker. As a “civil servant” one is expected to serve fellow citizens. As long as one is a civil servant, morally and ethically, one cannot and should not engage in anything that is for personal material gain. This means one cannot engage in any sort of private business. This is for an obvious reason, that once engaged in private or personal work one cannot give 100 percent of your mandated professional work. Consequently, time, energy, and even the public resources otherwise dedicated to professional work would be shared, thus compromising on one’s actual mandate.

Finally, if I am to advise the young civil servants and the fresh graduates wanting to join the civil service, I would tell them to be ready to embrace the “qualities of the 21st century civil servants” and ensure that they are doing so with the “necessary attitudes and attributes to achieve all the national objectives in the next 10 to 15 years,” as highlighted in the Royal Address at the 111th National Day Celebration.

Civil service was, is, and will always be an elite group as far as Nation Building in Bhutan is concerned. The pace and quality of Bhutan’s socio-economic development will greatly depend on the quality of the civil servants’ participation. To a large extent, at any point in time the image of the Nation would also depend significantly on the commitment of the civil servants. Civil service is all about serving the people, the country and The King with utmost humility, accountability, and responsibility. Therefore, the new generation of civil servants, as well as those reformed civil servants, should be responsive, flexible, concerned, selfless and mindful; as well as team players in mind, speech, and actions.  

Civil service is not a job for personal and private gain. Time spent on personal work would be time stolen from public service. A civil servant is like a coach of a sporting team, one who does not play the game but teaches the team to play well. If one’s interest is highly skewed towards personal gratification and self -advancement, civil service may not be the right job. Instead, choose the private sector. Civil service is employment beyond a mere salary; however, I believe when most civil servants truly believe and do what an ideal civil servant is supposed to do, that the State should take care of their welfare including ensuring that the remuneration packages are adequate for a modest and a comfortable lifestyle.

The motivation to join civil service should be the greater service to the Tsawa Sum and Nation Building.  

Civil service is a honourable profession!

“The civil service is the strongest in terms of numbers, investment, skills, and experience. Therefore, the greatest responsibilities in nation building fall on the civil servants.” – The Royal Address,108th National Day, Paro, December 17, 2015.

 

Humbly
Dorji Dhradhul

Inspiring Children And Youth With An Empowered Identity

Children and youth stories from Gelephu Mindfulness City

The morning mist hung low over Gelephu as 8-year-old Kuenzang walked to school, clutching his books in one hand, and in the other, a small bag of saplings. His teacher had encouraged students to plant trees, calling it their contribution to Bhutan’s future.

As they reached the school gates, Kuenzang’s eyes widened as he saw 13-year-old Myaellong balancing carefully on a ladder, adjusting a solar panel on the school roof with his science teacher’s help. Their student-led renewable energy project was making classrooms sustainable. “We may be just students,” he grinned, “but we’re already building Bhutan’s future.”

Across town, 16-year-old Saifa stood in his family’s rice field, sweat dripping from his brow.   He spent nights learning modern irrigation techniques and experimenting with organic farming, determined to help Bhutan feed itself.  

In the heart of Gelephu Mindfulness City, 13-year-old Tshedromma weaved between crowded tables at a small café, carefully balancing steaming cups of coffee. To most, she was just a waitress,  but she had a dream —to open a zero-waste café that sourced coffee from local farmers.  Every night after work, while the city slept, she sat by the dim glow of her phone, taking online business courses, scribbling down ideas, and sketching out her future.

One evening, Joanne, a traveler from England, noticed her determination and asked, “What’s next for you?” With a confident smile and eyes full of dreams, Tshedromma replied, “I’m going to build the best café in the world.”

Meanwhile, 22-year-old Malika stood before a community meeting, passionately speaking about plastic waste. She and her friends had partnered with city authority to replace single-use plastics with biodegradable alternatives. An elder in the audience, nodding approvingly, stood up and said, “You are truly a young builder of Bhutan. People used to call your generation ‘future leaders,’ but you are already leading change.”

Across Bhutan, young builders like Kuenzang, Myaellong, Saifa, Tshedromma, and Malika weren’t waiting for the future. They were already creating it.

Connecting to Nation’s Vision

Bhutan’s ambitious vision of becoming a developed nation in 10 years does not rely only on government policies or big economic projects—it depends on the mindset of every citizen, especially the children and youth. If young Bhutanese believe they are merely future leaders, they might wait for opportunities to come to them. But if they see themselves as builders, they will start acting today—whether by picking betel nuts, picking trash, attending schools, helping with the dishes at home, guarding crops from wild elephants or strengthening their communities.

Let us call our children and youth “YOUNG BUILDERS” of Nation

It is still a common practice, in fact almost a standard practice to refer to children and youth as future leaders, a label that implies that their significance will come only later in life. While this might have been seen as an inspiring phrase in the past, I believe it actually does a disservice and a disrespect to young citizens today. The term subtly suggests that children and youth are currently insignificant in terms of contribution and that their value lies only in their potential. I believe this perspective is outdated and fails to acknowledge the active role young people already play in shaping society.

By contrast, calling them “young builders of the nation” immediately validates their current contributions. It recognizes that they are not just preparing for the future but are already actively shaping the present. Whether they are helping at home, participating in school, engaging in community service, or even setting a positive example for others, their efforts contribute to nation-building in real and meaningful ways.

The Vulnerabilities of “Future Leaders” Label!

The term future leaders can have unintended negative consequences:

  • Creates Passivity: If young people believe that their role is in the distant future, they may not take initiative now. This can lead to apathy and a lack of engagement in productive activities.
  • Overlooks Current Contributions: As in the above stories, many children and youth are already making a difference in their homes and communities. By focusing only on the future, we ignore the value of their present actions.
  • Limits Identity to Leadership Alone: Leadership is not the only meaningful role one can have. Not everyone needs to be a leader, but everyone can be a builder—someone who contributes, supports, and strengthens their surroundings in various ways.
  • Encourages an Overly Hierarchical Mindset: Leadership often implies authority over others, whereas building emphasizes collaboration, contribution, and progress. A nation needs builders in all forms—not just those who lead others, but also those who create, innovate, and support.

Why “Young Builders” is a Better Label?

  • Acknowledges Current Contribution – Every action, no matter how small, is part of nation-building. Whether it’s a student studying hard, a child helping parents, or a young person participating in social causes, they are all contributing to the present and future of their country.
  • Encourages Active Participation – By labeling them as “builders,” we are reinforcing that they should take ownership of their actions now rather than waiting for a distant future.
  • Eliminates the Pressure of Leadership – Not everyone wants to lead, and not everyone should be expected to. By being a builder, each person contributes according to their skills, interests, and strengths.
  • Shifts Focus to Collective Growth – A nation is not built by a few leaders at the top but by all citizens working together. Using “builders” instead of “leaders” reinforces the idea that progress is a shared responsibility.
  • Promotes Leadership of the Self – While leadership in traditional terms often means leading others, the most important kind of leadership is self-leadership. Being disciplined, responsible, and proactive in one’s own life is the foundation of any great contribution.

Conclusion

Changing the way we address young people is not just about words—it’s about transforming our mindset. By calling them “YOUNG BUILDERS” of the nation, we acknowledge their present contributions and inspire them to be active, engaged, and responsible citizens. Instead of waiting passively for leadership roles in the future, they will recognize that their actions today are already shaping the world around them.

This perspective is not only more accurate but also profoundly empowering. It ensures that children and youth grow up knowing they are valuable now, not just in some distant future. When we use language that uplifts and motivates, we reinforce the idea that every child and youth is an essential part of our nation’s progress from this very moment.

And the BONUS is – we will have instantly expanded the number of working population (work force)—because many children and youth who so far believed it was okay to remain passive will now feel inspired to take action. As they join the movement of young builders, they will actively contribute to make a developed Bhutan in next 5 to 10 years.  

Kuenzang planting trees, Myaellong working with solar panels, and Malika leading waste management efforts are not waiting for the future to contribute—they are already young builders of Bhutan. The success of Bhutan’s 10-year development goal depends on the collective action of all its people, and by recognizing the role of youth and children today, we ensure that our nation is being built now, not just in the future.

So, let’s stop calling our children and youth future leaders. Let’s start calling them the YOUNG NATION BUILDER—because they already are.

Doji Dhratyul, Author and Creativist