Israeli Prime Minister Benjamin Netanyahu initiated a war he knew Israel could not win on its own, wagering instead that he could get US President Donald Trump into finishing the job for him. So far, the gamble appears to have partially paid off: Mr Trump, despite his well-known aversion to entangling the US in another “forever war”, nonetheless authorised a strike that significantly degraded Iran’s nuclear infrastructure, effectively removing the prospect of nuclear weaponisation in the near and medium terms.
Tactically, it was a success for Israel. Strategically, however, the outcome remains far less certain.
The Islamic Republic’s core command-and-control architecture remains intact, at least for now. The political leadership, including supreme leader Ayatollah Ali Khamenei and the Islamic Revolutionary Guard Corps, retains operational cohesion. Iran’s coercive institutions – the IRGC, the Ministry of Intelligence and the Basij paramilitary forces – continue to function with efficacy. Even former establishment insiders and political dissidents, such as former parliamentary speaker Mehdi Karroubi, issued calls for national unity under enemy bombardment. No high-level defections have been reported.
The Iranian public did not rise against its rulers. Faced with existential threat, most Iranians retreated into survival mode. There are signs of a limited “rally-around-the-flag” effect, as nationalist sentiment temporarily bridges the divide between establishment and society. The outlawed Mojahedin-e-Khalq, which had supported Iraq’s war against Iran in the 1980s, remains marginal. Reza Pahlavi, the exiled crown prince who publicly endorsed Israeli air strikes, may find himself in a similar position as the number of civilian casualties rises.
Equally disheartening from the perspective of Israeli strategic planners is the absence of internal insurgency. The editorial pages of The Jerusalem Post called for support to Iran’s Baloch, Kurdish and Arab minorities, long marginalised and intermittently restive, but apart from minor incidents, no large-scale armed uprisings have materialised. Iran’s centralised security state, hardened by decades of internal unrest, appears firmly in control, even in the historically volatile border regions.
This leaves Israel trapped in an open-ended conflict. The air campaign continues, but with diminishing returns. Iran has so far demonstrated strategic patience, avoiding retaliation against US military assets. This restraint reflects a calculated decision to avoid full-scale American involvement. Mr Trump’s address to the nation following the strikes was consistent with his long-standing reluctance to engage in major overseas military commitments. Regime change in Tehran does not appear to be part of Washington’s current agenda.
This posture places Mr Netanyahu and Israel in an increasingly precarious position. Without a decisive knockout blow and lacking a regional coalition to share the burden, Israel risks strategic overextension. Worse still, Iran retains escalation options. There is the risk of Tehran, under continued bombardments from Israel, internationalising the conflict by targeting energy infrastructure in the region or blocking international waterways.
It is possible that Israel, as the initiator of the war, finds itself diplomatically isolated by the resulting global outcry, while the regime it sought to dismantle claims victory through survival. The Iranian leadership, adept at constructing narratives of resistance, would present endurance as triumph, not through battlefield success but through continued existence. As with the war with Iraq from 1980 to 1988, the longer the war continues, the more it may consolidate the regime’s position.
This is the central miscalculation of Mr Netanyahu’s strategy. It was predicated on the flawed assumption that external pressure alone could produce regime change or mass revolt. It underestimated the establishment’s institutional resilience, overestimated the opposition’s capacity to mobilise and misread the limits of American political will. It also conflated tactical success – the destruction of centrifuges – with strategic transformation. But Iran is not Gaza, and the IRGC is not Hamas. The Islamic Republic has a deeper state apparatus and a long record of survival under duress.
If Israel’s objective was to delay Iran’s nuclear ambitions, it has done so, temporarily. But if the broader aim was to induce regime collapse or significant internal instability, current indicators point to failure. The greater risk now is that Israel becomes entangled in a protracted war of attrition against a regime that specialises in strategic endurance. The longer the conflict drags on without resolution, the more Mr Netanyahu’s gamble threatens to backfire, both diplomatically and domestically, as Israeli society confronts the toll of a campaign with no clear exit.
In the end, the Islamic Republic may emerge from this conflict damaged but intact. If Israel is eventually compelled, by international pressure or operational fatigue, to suspend its bombing campaign, Tehran will claim victory. And in the political logic of authoritarian regimes, mere survival in the face of overwhelming external force is often enough to do so. Mr Netanyahu may succeed in delaying Iran’s nuclear programme, but at the price of strategic stalemate – and an emboldened adversary.
Did you know?
Brunch has been around, is some form or another, for more than a century. The word was first mentioned in print in an 1895 edition of Hunter’s Weekly, after making the rounds among university students in Britain. The article, entitled Brunch: A Plea, argued the case for a later, more sociable weekend meal. “By eliminating the need to get up early on Sunday, brunch would make life brighter for Saturday night carousers. It would promote human happiness in other ways as well,” the piece read. “It is talk-compelling. It puts you in a good temper, it makes you satisfied with yourself and your fellow beings, it sweeps away the worries and cobwebs of the week.” More than 100 years later, author Guy Beringer’s words still ring true, especially in the UAE, where brunches are often used to mark special, sociable occasions.
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How to apply for a drone permit
- Individuals must register on UAE Drone app or website using their UAE Pass
- Add all their personal details, including name, nationality, passport number, Emiratis ID, email and phone number
- Upload the training certificate from a centre accredited by the GCAA
- Submit their request
What are the regulations?
- Fly it within visual line of sight
- Never over populated areas
- Ensure maximum flying height of 400 feet (122 metres) above ground level is not crossed
- Users must avoid flying over restricted areas listed on the UAE Drone app
- Only fly the drone during the day, and never at night
- Should have a live feed of the drone flight
- Drones must weigh 5 kg or less
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
Mohammed bin Zayed Majlis
In numbers: China in Dubai
The number of Chinese people living in Dubai: An estimated 200,000
Number of Chinese people in International City: Almost 50,000
Daily visitors to Dragon Mart in 2018/19: 120,000
Daily visitors to Dragon Mart in 2010: 20,000
Percentage increase in visitors in eight years: 500 per cent
Islamophobia definition
A widely accepted definition was made by the All Party Parliamentary Group on British Muslims in 2019: “Islamophobia is rooted in racism and is a type of racism that targets expressions of Muslimness or perceived Muslimness.” It further defines it as “inciting hatred or violence against Muslims”.
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Groom and Two Brides
Director: Elie Semaan
Starring: Abdullah Boushehri, Laila Abdallah, Lulwa Almulla
Rating: 3/5
LEADERBOARD
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Our legal consultant
Name: Hassan Mohsen Elhais
Position: legal consultant with Al Rowaad Advocates and Legal Consultants
BUNDESLIGA FIXTURES
Saturday
Borussia Dortmund v Eintracht Frankfurt (5.30pm kick-off UAE)
Bayer Leverkusen v Schalke (5.30pm)
Wolfsburg v Cologne (5.30pm)
Mainz v Arminia Bielefeld (5.30pm)
Augsburg v Hoffenheim (5.30pm)
RB Leipzig v Bayern Munich (8.30pm)
Borussia Monchengladbach v Freiburg (10.30pm)
Sunday
VfB Stuttgart v Werder Bremen (5.30pm)
Union Berlin v Hertha Berlin (8pm)
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