The Position as Reward

In certain structures, the role ceases to be an instrument of strategic execution and becomes the reward itself. Appointment or retention does not arise from merit or results, but from alliances, loyalties, or internal conveniences. The value of the position comes to lie in its symbolism — prestige, access, or immunity — rather than in the function it ought to perform.

When a position ceases to serve the mission, it becomes the system’s own reward.

In Pierre Bourdieu’s reading, when the symbolic capital of a position is sufficient to secure its permanence, regardless of the actual contribution, the role turns into an end in itself. Within the logic of patrimonialism, as described by Max Weber, this mechanism preserves the existing structure not out of functional necessity, but to protect established interests.

The OECD itself notes that, when key positions are occupied by those who do not deliver measurable value, the institution loses adaptive capacity and blocks the entry of critical capabilities. The distinction between a position awarded on merit and one offered as a phantom reward is not merely conceptual — it translates into real differences in efficiency, legitimacy, and strategic impact.

When a position serves only to maintain interests, it ceases to be part of the solution and becomes part of the problem.