Sirajuddin Aziz
Regardless of whether it is a democratic dispensation or authoritarian rule, politicians, without exception, sell to the masses promises of a tomorrow better than today. They are “merchants of hope”, whose stock-in-trade is pledges, commitments, and promises. These range from the basic — roti, kapda, makan (food, clothing, and shelter) — to ambitions of becoming another “Asian Tiger”. This is often done with the best of intentions. Any reason to doubt their claims is set aside for this discussion, despite evidence to the contrary.
If politicians were to see themselves as chief executive officers, their attitude towards goal-setting and governance would change radically. The first task of a CEO is to have a vision — and then to sell it to those whose capital will be used and to those tasked with achieving it.
The Prime Minister or President, as CEO, must manage the cabinet (the Central Management Committee) as a corporate manager would. Once a prime minister views themselves as a CEO, with established standards and systems, they inevitably assume full accountability to the Board (Parliament). The CEO, empowered by the Board’s mandate (the PM by popular vote), cannot shirk responsibility for national performance.
A CEO or PM must act decisively; delay is never an option. Resolve must manifest through charisma, conduct, integrity, and self-belief. Attention to detail, numerical grasp, and focus are indispensable. The PM, like a CEO, must demonstrate these traits in cabinet interactions, mirroring corporate leadership.
In corporate settings, “thinkers” — a few senior executives — devise policies aligned with the vision. Similarly, the PM should form a cabinet subcommittee of specialists and bureaucrats to translate vision into measurable milestones. Policymakers must remain distinct from implementers to prevent constant alterations. Implementation should rest with a separate team — the full cabinet or senior management — with clear timelines and deliverables.
An independent Review and Compliance Committee should oversee implementation, with defined Terms of Reference and frequent progress reports to the PM and cabinet. CEOs plan with precision, not broad strokes; likewise, the PM must examine both vision and execution in detail — a hallmark of great leaders.
The intoxication of success affects both corporate and political leaders. When prime ministers lose attention to detail or speak beyond their competence, the outcome is evident. Successful CEOs empower others rather than impose their will. Their strength lies in restraint and delegation, inspiring performance through presence and example.
From my experience as CEO of two large organisations in Pakistan, two areas must remain closest to a CEO’s heart: human resources and finance. A PM thinking like a CEO must focus on human capital — developing it to meet technological demands such as AI, blockchain, and automation — and on ensuring revenues exceed expenditure. The CEO must study FBR data and budget figures personally. Attention to revenue, spending, and trade growth is non-negotiable. Like Mahathir Mohamad and Lee Kuan Yew, a PM must view the economy through productivity and profitability, turning the state into an economic powerhouse.
Ultimately, loyalty must be to the institution — the country — not the individual. This is essential for governance, performance, and commitment.
P.S. A British sitcom about ministers and bureaucracy illustrates the point. In it, Sir Humphrey Appleby writes to Bernard Woolley objecting to the minister’s meetings with junior staff: “These meetings must be stopped at once. If the minister talks to underlings, he may learn things we don’t know ourselves. Our whole position could be undermined.” Such bureaucratic hurdles exist in corporations too, but CEOs learn to tame them — and politicians should do the same.
The writer is a Senior Banker & Freelance Columnist.
