Thami AkaMbongo Manzana: How a Minister can be set up for failure.

In the theatre of governance, Ministers often stand at the forefront – the visible faces of departments, the bearers of political mandates, and the ones the public holds accountable. But behind the curtain lies a powerful, often underestimated office that holds the real machinery of government: the Director-General (DG). It is this office, less known to the public but deeply entrenched in the system, that can either enable a Minister to succeed or quietly orchestrate their downfall.

Understanding the Role of the Director-General A Director-General is the administrative head of a government department – the highest-ranking public servant, entrusted with ensuring the department functions efficiently and in alignment with legislation, policy, and the strategic objectives of government. But beyond that, the DG manages the implementation of policies, oversees budgets, ensures compliance, and serves as the conduit between the political head (the Minister) and the bureaucratic machinery.

While Ministers come and go with election cycles or reshuffles, DGs often stay in their positions for longer periods, providing institutional memory and continuity. This longevity, while valuable, can also breed complacency, arrogance, or unchecked power, especially when the DG begins to see themselves as the custodian of the department’s direction – regardless of the political leadership’s vision.

How a Minister Can Be Set Up for Failure Deliberate Delays and Bureaucratic Slow-Play A DG can strategically delay the implementation of the Minister’s decisions – postponing key meetings, slow-walking procurement, or failing to finalise documents on time. These delays, often disguised as due diligence, can frustrate political timelines, especially in departments tasked with urgent reforms.

Filtering of Information

The DG controls the flow of departmental information. By controlling what the Minister sees – and more importantly, what they don’t see – a DG can influence decision-making or shield incompetencies. A Minister making decisions based on incomplete or biased information is likely to misstep.

Sidelining Strategic Objectives

When a DG does not believe in or support a Minister’s political agenda, they can redirect the department’s energy towards other “priorities,” leaving the core vision of the Minister neglected. Budgeting, staff allocation, and programme execution can all be tactically misaligned.

Sabotage Through Incompetence or Passive Resistance Sometimes, sabotage doesn’t require a hostile act. It only takes a lack of urgency, weak leadership, or indifference to the Minister’s directives. The public blames the Minister; the department blames the system – the DG remains untouchable.

Strategic Alliances Within the System

Some DGs have entrenched themselves within broader networks of influence in government – with oversight bodies, auditing firms, and other departments. These relationships can be used to buffer themselves from accountability or to create bureaucratic obstacles for the Minister.

Why This Matters for Governance

We must ask ourselves: How many Ministers have been painted as incompetent or corrupt, when the real failure lay in the administrative resistance or dysfunction they inherited? How many transformative ideas have died quietly in boardrooms because a DG simply did not believe in them?

In a country like South Africa, where service delivery is both a constitutional mandate and a pressing necessity, the failure of departments due to internal sabotage is not just a political issue – it is a moral one. Lives, livelihoods, and communities depend on functioning institutions. When a DG misuses their position to block political will, they are not merely undermining a Minister – they are betraying the people.

Towards Accountable and Aligned Leadership If we are to build a responsive and ethical public service, we must:

Revisit the Appointment Process

Ministers should have a greater say in the selection of their DGs, ensuring alignment of vision and mutual accountability.

Strengthen Oversight Mechanisms

Parliament, Chapter 9 institutions, and the Public Service Commission must sharpen their tools to monitor the performance of DGs, not just Ministers.

Empower the Public

Transparency must be demanded, and the public should have clearer access to understanding which decisions are political and which are administrative.

Build a Culture of Service

The public service must be re-oriented towards service delivery and the constitutional mandate, not gatekeeping power and protecting bureaucratic turf.

Conclusion: The Invisible Hand That Shapes Destiny In politics, it is often said that “the fish rots from the head.” But in government departments, the head is not just the Minister – it is also the Director-General. And while Ministers are judged in the court of public opinion, DGs quietly pull the levers of real power. We must no longer underestimate this office. For it is here, in the hands of the unseen, that policies succeed or die, leaders rise or fall, and nations thrive or flounder.

The time has come to shine a light on the silent corridors of administration – not to vilify, but to hold accountable. Because the democracy we fight for deserves both visible leadership and invisible integrity.

Thami AkaMbongo Manzana
akambongo@gmail.com
AkaMbongo Foundation Pty Ltd
http://www.akambongo.co.za

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Creative Disclaimer:

This piece is penned by Thami akaMbongo Manzana in his personal capacity – as an artist, thinker, and observer of life.

The reflections, ideas, and expressions shared here are entirely his own and are not meant to represent the views or positions of any organization, structure, or association he may be part of.

These are personal thoughts flowing from the heart, mind, and lived experience – meant to provoke thought, inspire dialogue, and spark the imagination.