A Typical DMG Career: The Quiet Ladder
Young Ahmed clears the CSS exam and enters the Civil Services Academy in Lahore. For two years he lives inside a pressure cooker of lectures, drills, and endless networking. His batch quickly forms tight “tribes” — lifelong alliances that will decide postings, favours and promotions for decades. This tribe or family will stay in power for the next 30+ years
After the academy he spends three hard years in the field as Assistant Commissioner: revenue courts, law-and-order crises, angry crowds and politicians. The district teaches him how Pakistan actually runs.
By his mid-thirties the system rewards the sharp ones. Eighty percent of ambitious officers secure scholarships to Harvard, Oxford, LSE or similar. Ahmed returns with a foreign degree, polished English and a valuable international contact book. He is now fully westernized and indirectly wired to take debt and follow western consultants
Back home he hunts “project” postings. Many move to donor-funded programmes — World Bank, ADB, FCDO, USAID — either on deputation or full secondment. The salary is better, the work cleaner, the reports international. No matter if more debt is required. Not his problem. Besides the consultants give him clean advice that he learnt at Harvard etc
By now he has also secured a spacious GOR house in Lahore that, with the right connections, he will not vacate for the next thirty or forty years.
A few years later he angles for an overseas slot: Commercial or Economic Counsellor in an embassy, or a position at the WTO or some other such agency.
After three to five rewarding years abroad he returns as Joint or Additional Secretary. With luck he reaches full Secretary rank, controlling large budgets and key policies.
In these golden years he quietly but aggressively cultivates donor representatives. Conferences, study tours and quiet dinners build the bridge.
When retirement arrives — or even early retirement — consulting contracts, advisory roles and well-paid door-opener positions appear. Donors need exactly these men: insiders who know every file, every approval route and every decision-maker.
What should we expect? A highly internationalised bureaucracy whose career incentives are shaped as much by foreign aid ecosystems as by national interest.
Who do they ultimately serve? The Government of Pakistan on paper; the revolving door of donors and multilateral organisations in practice.
Conflict of interest? Significant and largely unaddressed.
This is why experts like Stefan Dercon remain in high demand. For a few hundred million pounds over the years, Britain and other donors have built deep influence inside Pakistan’s elite bureaucracy. The system is not “owned,” but it is skilfully rented.
UNUSUAL
An Indian official visited a place of worship, and because the temple had no air‑conditioning, he brought his own AC units, used them privately during the visit, and then took them back with him when he left — without donating them to the worshippers who visit the temple just like he does.