Let's call it the 'Fast & Furious Way.’
It is hard to imagine other expressions to describe the approach and style embraced by the recently sworn-in government led by Prime Minister Balendra Shah.
From the first hours in power, the new government seized the initiative with some bold steps that came in like thunder.
I am not only referring to the arrests of former PM KP Oli and former Home Minister Ramesh Lekhak and Deepak Khadka.
I am also thinking about the ambitious and far-fetched "100 Points Road Map."
This is a series of ambitious reforms aimed not only at rebooting the way the federal government works but also at bringing tangible changes in the lives of the citizens.
Basically, we are talking about a Good Governance Blueprint that, if delivered, can truly lay the foundations for a stronger nation, a plan that, finally, going beyond silly political slogans of the Oli era, can, for real, make its people happier and prouder.
Obviously, the reaction has been strong and emotional, with some doses of skepticism also emerging.
The commentaries among the pundits about these initial moves have been mostly positive, praising the boldness and courage of the new executive.
Others are more of a negative nature, with concerns about due process in relation to the high-profile arrests and the challenge of implementing the raft of reforms that have been proposed.
Certainly, there will be challenges, but at the same time, we should trust the new government and give it the benefit of the doubt.
The assumption is that the "Fast & Furious Way" will not lead to chaos or disruptions but to real, tangible changes, even if some hiccups will necessarily occur.
This is something inevitable, part of the business of governing a complex and diverse nation like Nepal.
At the same time, the expectations are sky-high, and patience for "business as usual" is practically nonexistent.
Governance in Social transformations in Nepal
The new government can get it right if it matches its ambitious and unfearful "Fast & Furious Way" with a humble approach to governing, where the praises will be shared and whatever mistakes are rapidly admitted.
So the government should embody a "Fast & Furious Way" that is also humble, capable of admitting what went wrong without much of a fuss and without that arrogance that inevitably builds in the people close to power.
Being responsive to the people's needs will also be paramount.
The Gen Z Council should become a real "Assembly" of promising young people, a forum to debate and propose new ideas and policies.
The country does not need another National Youth Council, a body that itself must urgently change.
Instead, the youths of the nation require a platform that is institutionalized in a way that they can offer a formal space to deliberate and discuss, forming a sort of third chamber that, while without constitutional prerogatives, can offer new insights and consistent feedback on the government's actions.
But there are other ways of being responsive, by opening up to the people's ideas, listening to their concerns, and consistently offering them the opportunity to provide ideas and feedback.
In a way, Nepal could become the first republic in the world that embraces deliberative democracy as a tool to complement elections.
New mechanisms to bring politics closer to the people will require audacious reforms, but it is also paramount for Mr. Shah and his team to work very hard on delivery.
I have no doubts that a serious monitoring and evaluation system is being prepared to track the 100 Points Road Map.
Clustering these reforms under key "Missions" could also help create synergies with a number of national "Missions" under which the individual points of the plan can be linked.
We can think of these 100 Points as tangible outputs or perhaps just something at a lesser level, simpler inputs that would contribute and feed into a few major goals of national interest.
Moreover, these 100 Points might evolve, with changes in their numbers.
The list might get extended, or some of these points could even be linked and merged with new ones.
Yet what is important for the people to understand is that the new government is working on a limited number of critical issues, and under each of these there will be many deliverables.
Having, instead, a few National Missions or Goals of paramount importance would make the difference in making people realize what is being accomplished.
Citizens could also be involved, in a participatory way, in putting together this framework, helping in identifying the most urgent issues, the so-called "imperatives" that the new government must deal with.
Perhaps work is already underway to turn a part of the Office of the Prime Minister and Council of Ministers into a Delivery Unit based on some of the experiences shared by Michael Barber, who had led the first Delivery Unit within the Office of the Prime Minister in the UK from 2001 to 2005.
In a possible process of establishing the Delivery Unit, it is highly probable that the National Planning Commission will undertake some drastic reforms.
Perhaps it will disappear in the form we know it now and be turned into a much more agile tool of governance, capable of bringing in concrete achievements.
"Delivery means that citizens actually see and feel the difference, not just that a policy is announced or a law is passed," explained Mr. Barber in his seminal book How to Run a Government.
Through his private consultancy firm, Mr. Barber and his team of associates even identified a clear methodology to deliver governments' agenda, the so-called "Deliverology" method.
According to it, "Delivery is the difference between plans and policies that sound good, and those that work. In a world of high stakes and growing complexity, strong delivery systems turn vision into real results."
In short, the Fast & Furious and Humble Way should be able to throw away the bad policies and ineffective mechanisms in the system while being capable of being transformative, either with completely new approaches or by simply fixing what requires a good fix rather than destruction.
Yet the overarching goal of transforming Nepal would be incomplete without a strong and radical focus on equity and inclusion.
There are too many youths who have no real job opportunities, rather than emigrating abroad or serving us our coffees and meals at the many restaurants and coffee shops we frequent.
Inclusion should be a mantra of the new government, one of its top National Missions.
As sensitive as this specific area can be, the government must be really "fast and furious" because injustices like caste discrimination cannot be tolerated any more.
The new government can ignore the issue or tackle it without much enthusiasm.
Yet, it should be clear by now that good governance can only unfold and effect change if it is also inclusive in nature.
That's why Mr. Shah should embrace the G.I.G. way, the Good and Inclusive Governance.
Here, implementing the existing rules is fundamental, but also what is needed is a whole reckoning about historical injustice.
What is needed is a serious conversation about positive discrimination measures that are urgent and, like it or not, are inevitable in order to create, one day, a level playing field for all.
Finally, the pace of actions and attempted reforms will matter.
Governing is not a sprint but a marathon, and ministers and their associates are human beings, as any of us.
They can try hard, but they can also fail, and they can also get overwhelmed by the existing expectations.
So finding the right pace will be paramount; otherwise, the new government will find itself out of oxygen very soon.
And in this regard, let's not forget that the "Fast & Furious" movie franchise has been around for over two decades, always with some new twists and challenges but with a lot of consistency as well.
Perhaps Mr. Shah should look at the legendary actor Vin Diesel, who impersonates Dominic Toretto, the main protagonist of the movie series, as an example of how he is lasting and thriving so well over the years.
