nawaz sharifs political

Nawaz Sharif’s political revival has begun — a…

In my view, Nawaz Sharif’s political revival is no longer just a possibility; it is clearly taking shape. His decision to return to the political frontline and personally lead the Pakistan Muslim League (N)’s campaign in Azad Jammu and Kashmir shows a leader who understands timing, patience and political strategy.

The massive rallies in Muzaffarabad and Mirpur were not just election gatherings; they carried a much bigger political message. They demonstrated, in my opinion, that Nawaz Sharif still has the ability to attract large crowds and energise his supporters. For many party workers and voters who had been missing his direct presence, his return to the campaign stage created renewed confidence and enthusiasm.

At the same time, these rallies sent a strong message to his political opponents and to those analysts who had predicted that Nawaz Sharif had retired from active politics. His presence on the ground has challenged that narrative and shown that he remains a central figure in Pakistan’s political landscape.

During my last two meetings with Nawaz Sharif — one in the Galyat hills near Murree and another at Jati Umra, Raiwind — I observed a leader who appeared to be carefully planning his political revival. My impression was that he was not looking for a short-term political comeback but working on a long-term strategy.

I have seen this before — not once, but twice.

The first time was in 2006, when Nawaz Sharif came to London after leaving Saudi Arabia following his years in exile. I observed how he patiently rebuilt his political network, reconnected with party workers and gradually prepared the ground for his return to Pakistan’s political arena.

The second time was before the 2024 general elections. During the more than three years he spent in London, I saw a similar approach — careful planning, political consultations and a gradual strategy to return at the right moment.

In my opinion, the current phase follows the same pattern. Nawaz Sharif has relied on a team approach. At the centre, Prime Minister Shehbaz Sharif has focused on managing difficult economic, diplomatic and political challenges. His supporters believe his administration has helped improve Pakistan’s international engagement and presented the country as an important voice on global issues.

On the other hand, Maryam Nawaz Sharif has emerged as a key part of this political strategy. As Chief Minister of Punjab, she has focused on development projects, infrastructure, public service delivery and administrative reforms. In my view, her performance has helped create the perception of a new generation of leadership within the PML-N.

Punjab has, in my assessment, become an important example of the party’s governance message — that provinces can deliver through development, better infrastructure, improved administration and stronger public services.

Nawaz Sharif’s political strength is also linked to his record as Prime Minister. His supporters highlight his focus on infrastructure development, including motorways, energy projects and large-scale national schemes. They argue that during his governments Pakistan moved towards economic stability, with greater emphasis on investment, connectivity and development.

While political opinions about his governments differ, there is no doubt that Nawaz Sharif remains one of Pakistan’s most experienced political figures. With decades of experience in public life, he is among the most senior leaders in the region and has maintained relationships with world leaders. His experience in governance, diplomacy and international affairs remains one of his biggest political assets.

Today, in my view, Nawaz Sharif is attempting another carefully planned political comeback. His direct involvement in the Azad Kashmir election campaign suggests that he is once again taking command of the political direction of his party.

I believe his strategy is working because he is repeating a formula he has used before: patience, organisation, strengthening his team and returning to the people when he believes the political environment is favourable.

History will ultimately be judged by the voters, but from my observations over the past two decades, Nawaz Sharif’s political revival appears to be following a familiar and carefully planned path.

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  • The Great Tragedy of Partition—IX   Was the tra…

    History does not become inevitable merely because it happened The Partition of British India is frequently narrated backwards. Because India and Pakistan emerged as separate states in August 1947, every disagreement preceding their creation is treated as another step towards an unavoidable conclusion. Political demands become fixed destinies, failed negotiations appear predestined to fail, and the violence accompanying the transfer of power is presented as the inevitable consequence of ancient communal hostility. The documentary record examined in this series suggests a different conclusion. To ask whether Partition was inevitable is, in fact, to combine three distinct questions. Was the political division of British India unavoidable? Was the accelerated timetable chosen for the transfer of power unavoidable? Was the mass displacement and violence accompanying Partition unavoidable? These questions are related, but they do not admit the same answer. The constitutional division of India was not historically inevitable from the beginning of the anti-colonial struggle. Competing political visions existed, but so did repeated attempts to accommodate them. The possibility of a united constitutional order survived the Lahore Resolution, the Cripps Mission and even the failure of the Simla Conference. The Cabinet Mission Plan of 1946 came remarkably close to obtaining acceptance from both Congress and the Muslim League by proposing a weak centre, autonomous provinces and compulsory provincial groupings. That arrangement might have survived; it might also have collapsed under the weight of its own ambiguities. History cannot establish with certainty what would have happened under a constitutional plan that was never fully implemented. It can establish that an alternative existed and that, for a brief period, both principal political parties considered it preferable to immediate Partition. The collapse of that opportunity did not result from one sentence, one leader or one political organisation. Congress feared that compulsory groupings would weaken the future Union and prevent the construction of an effective national government. The Muslim League feared that Congress would use its strength in the Constituent Assembly to dismantle the safeguards upon which Muslim-majority provinces had relied. British negotiators used ambiguity to secure agreement but failed to create a mechanism capable of resolving the conflicting interpretations that followed. Political trust disappeared faster than constitutional ingenuity could replace it. By early 1947, division had become increasingly probable. The Cabinet Mission framework had collapsed, the interim government was paralysed, communal violence had spread and the principal political parties no longer shared a common conception of India’s constitutional future. An increasingly probable outcome, however, is not the same as an historically predetermined one. It was the cumulative product of decisions taken, compromises rejected, assurances doubted and opportunities lost. The Second World War had accelerated this process. Britain’s strategic dependence upon India strengthened the bargaining positions of Indian political parties while weakening imperial authority. Congress demanded effective power and national independence. The Muslim League used the altered constitutional balance to secure recognition of Muslims as a political nation. The Communist Party of India (CPI), approaching the question from an entirely different intellectual tradition, acknowledged the “just essence” of the Pakistan demand through the principle of national self-determination. Muslim intellectuals were simultaneously debating what Pakistan would mean. 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  • The Door That Once Slammed in Europe is Now Echoin…

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  • After Makkah: towards an Islamic NATO—or a new r…

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  • The Most Powerful State of Mind

    God had bestowed a vast and expansive empire upon Tsar Nicholas II. He was the King of Russia. He had only one son, who was born with a disease called hemophilia. This is a disease due to which the body’s ability to clot blood decreases; even a small wound causes excessive bleeding, placing the patient’s life in severe danger. The child was treated, but there was no improvement. One day, the famous Russian occultist Rasputin reached the child and performed some specific practices; astonishingly, the child recovered. Empress Alexandra was deeply impressed by this act and accepted Rasputin as her spiritual guide (Peer). The Empress not only provided him residence in the royal palace but also began taking his advice on state affairs. Rasputin was an extremely clever man. Through his words and practices, he captivated the royal family. When the First World War began in 1914, Russia suffered significant losses. Nicholas II left to take command of the army, because of which Empress Alexandra’s reliance on Rasputin increased further, and Rasputin also began taking an interest in political affairs. Gradually, he bound the King and the royal family within the spell of his words, and now he began interfering fully in the affairs of the country. Government ministers were unhappy with Rasputin’s immense popularity but were forced to accept his decisions. However, the public openly began criticizing the royal family because Rasputin was considered a corrupt person. This process continued in this manner. He would get his favored people appointed to important positions, because of which corruption reached its peak in the country; finally, the vessel of the public’s patience overflowed, and in 1917, protests began against the government. The royal family was still a follower of Rasputin, the result of which turned out to be very horrific. Public wrath intensified, Tsar Nicholas II was assassinated, and his regime was overthrown. The central character of this exemplary story was Rasputin, who, by conquering the minds of the royal family, made them make decisions as a result of which the world’s largest empire was destroyed. When an individual becomes so influenced by someone’s words or by a captivating sight that they forget everything and get lost in it, and their logical mind stops working, this state is called the “Alpha State.” In this condition, brain waves move at a specific speed and focus the individual’s attention on a single point. Taking advantage of this very state, certain short-sighted individuals fill the minds of innocent people with negative thoughts and incite them toward destruction. Rasputin’s example is the negative side of the “Alpha State”; however, it also has a positive side, which, if we learn to use, can yield astonishing results. 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When we were in the mother’s womb, even then we were in the “Alpha State.” There, all our needs were met, and we were free from all kinds of worries. The world’s greatest creation occurs in the “Alpha State.” Look at music. Behind other creations, there is some preparation or another, whereas music is something behind which there is nothing; a thought suddenly comes to the musician’s mind, and from it, a melody begins to form. This work also occurs in the Alpha State. Communication becomes very easy in the Alpha State. If you want to see an excellent example of this, look at the relationship between a mother and child. Sometimes the child is many miles away from the mother, but even without any contact, the mother senses their pain. In daily life, we pass through this condition many times. 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  • The Transferability Paradox: Skills, Borders and t…

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A lawyer who has spent decades mastering one country’s legal system cannot simply assume that the same statutes, procedures and precedents apply elsewhere. A doctor may possess years of clinical experience yet still be required to pass examinations and satisfy licensing requirements before being permitted to practise in another country. The knowledge has not disappeared. What has changed is the framework within which that knowledge is recognised and allowed to operate. This distinction is important because we sometimes confuse the transferability of skills with the transferability of credentials. They are not the same thing. A seasoned CFO does not forget how to evaluate risk, allocate capital, establish financial controls or understand a balance sheet upon crossing an international border. A doctor does not lose diagnostic ability at immigration, nor does a lawyer suddenly lose the capacity for legal reasoning. 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Reputation, networks, judgement and influence cannot always be exported as easily as qualifications. Then there is the uncomfortable issue of regional bias. Professional experience is not always evaluated purely on merit. Employers and institutions can consciously or unconsciously attach different values to experience depending on where it was acquired. A senior position in one part of the world may not automatically be regarded as equivalent to a similar position in another. Accent, nationality, familiarity with local business culture and perceptions about the sophistication of the previous market can all affect how a professional is judged. Regulation can create a formal wall, while perception can create an invisible one. Perhaps professional capital should therefore be thought of in three forms. There is skill capital, meaning what a person actually knows and can do. There is credential capital, meaning what institutions formally recognise or permit that person to do. Finally, there is social capital, meaning the network of people and institutions that know, trust and are prepared to place responsibility in that person’s hands. Skill capital can often travel. Credential capital may require rebuilding. Social capital can sometimes have to be recreated almost from the beginning. This brings me to the question that I find much harder to answer. If a country’s most capable professionals conclude that their talents will produce greater opportunities elsewhere, should they leave? Or should they remain and use their abilities, experience and influence to improve the environment that is encouraging them to leave in the first place? There is an obvious argument for mobility. A professional has a responsibility to his or her own life and family and cannot reasonably be expected to sacrifice decades waiting for institutions to improve. Talent naturally seeks environments where it can grow, where merit is recognised and where opportunities allow ability to compound. If those conditions exist elsewhere, moving may be entirely rational. Yet there is an equally uncomfortable consequence. When capable professionals, entrepreneurs, academics and executives continually leave weaker institutional environments for stronger ones, the countries they leave behind lose precisely the human capital that might have helped strengthen those institutions. Weak systems cause talent to leave, and the departure of talent can make those systems even harder to improve. We then arrive at something resembling the old question of the chicken and the egg. Do strong institutions create successful people, or do successful people create strong institutions? Do countries first need better systems to retain talent, or must talented people remain long enough to build those systems? If everyone waits for the environment to improve before contributing to it, who creates the improvement? But if individuals spend their lives fighting systems that are resistant to change, what happens to their own potential? Perhaps the

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