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

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.

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

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