The Namibian public sector is often praised for offering job stability, security and a structured work environment. 

However, beneath the surface, a more troubling reality exists – one that stifles innovation, limits professional growth and conditions employees to settle into routines that demand compliance rather than critical thinking.

Many enter government service with fresh ideas and the drive to make a difference, only to find themselves trapped in a system where efficiency is secondary to procedure, and creativity is often viewed as a disruption rather than an asset.

One of the biggest challenges of working in government is the rigid nature of its operations. Most processes are already defined, and employees are expected to follow established procedures rather than question or improve them. 

This structured environment, while seemingly efficient, leaves little room for innovation. Over time, workers become passive, accustomed to the idea that things will always be done in a certain way, regardless of whether those methods are outdated or ineffective. In contrast to the private sector, where competition and performance drive continuous improvement, the public sector operates at a slow, bureaucratic pace, often resisting change even when it is necessary. Ironically, while the government frequently emphasises the importance of training and capacity-building, these opportunities are largely reserved for top management. 

Junior and mid-level employees—the very individuals responsible for executing the bulk of public service work—are often excluded from workshops, leadership programmes and specialised training. Instead, senior officials, who are already well-equipped with experience and expertise, continue to receive the most professional development opportunities. This approach widens the knowledge gap within the system, reinforcing the stagnation of lower-ranking employees who remain stuck in routine work without access to skills enhancement. It also creates a leadership vacuum, where future managers are not adequately prepared to take on higher responsibilities, perpetuating inefficiencies in public service delivery.

Even when civil servants attempt to introduce improvements, they are frequently met with resistance. The phrase, “This is how things have always been done”, becomes an excuse to dismiss new ideas, effectively discouraging innovation. 

The result is an institution that becomes increasingly inefficient, failing to adapt to changing societal and technological demands. 

This resistance to change is not just frustrating for employees; it also affects national development. When public institutions fail to evolve, they slow down economic progress, reduce the quality of service delivery, and ultimately fail the very citizens they are meant to serve.

If Namibia’s public sector is to become a true driver of national development, it must break away from this culture of complacency. Civil servants should be encouraged to think critically, propose and implement new ideas, and challenge outdated processes without fear of bureaucratic hurdles. Training opportunities should be extended to all employees, ensuring that professional growth is not reserved for the privileged few at the top. The government must also introduce systems that recognise and reward performance, ensuring that hard work, creativity and problem-solving are valued rather than ignored.

The civil service should not be a place where knowledge is left to stagnate. It should be an environment that fosters growth, adaptability, and continuous learning.  Public servants must not merely “serve,” but lead the way in finding solutions, improving efficiency and driving progress. If the system remains unchanged, it will continue to produce employees who, over time, lose their ability to innovate, create and think critically.

It is time for an honest conversation. Does the current public service model truly encourage professional excellence, or is it merely a comfort zone for routine workers? Can the system be reformed to create a more dynamic and results-driven workforce? Namibia cannot afford to have a government sector that suppresses talent and wastes human potential. If change is to come, it must begin from within.

*Alina-Valentina Betuel is an environmental and sustainable development expert. She is passionate about governance, efficiency and driving socio-economic development in Namibia.