OP-ED: Managing a state-owned company is an egg dance that demands creative politicking

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OP-ED: Managing a state-owned company is an egg dance that demands creative politicking By Ongama Mtimka

Vuyani Jarana has made the right call to leave SAA based on the issues he highlighted in his much-publicised resignation letter – that is, if judged from a personal career-risk perspective. He is a renowned executive with an impressive private-sector record. He can certainly use his skills more meaningfully elsewhere.

Likewise, the roles of the chief executive or chairperson of the board of an SOC or state-owned enterprise , are roles of developmental elitism. The shareholder is often not keen to make the necessary financial commitments, appears indifferent to the needs of the enterprise, is strongly compliance-driven, and does not want to allow room for much creativity – especially where there are legal grey areas.

Such scope for playing the political game, or what I called creative politicking in the case of Coega, entails taking a wider view of the political players, building relationships, lobbying, and a wholehearted and unrelenting pursuit of the interests of the entity.

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Nope. That is precisely the problem. It is a business. Run it like one, and take the politics out.

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