Towards the transformation of intelligence governance in South Africa

dc.contributor.authorBrookbanks, Darren
dc.contributor.supervisorVan Nieuwkerk, Anthoni
dc.date.accessioned2026-04-16T08:59:17Z
dc.date.issued2025
dc.descriptionA research report submitted in fulfillment of the requirements for the Doctor of Philosophy, in the Faculty of Commerce, Law and Management, Wits School of Governance, University of the Witwatersrand, Johannesburg, 2025
dc.description.abstractThis PhD dissertation explores South Africa’s journey towards the transformation of intelligence governance. The dissertation finds that the governance of the intelligence sector in South Africa must to be transformed through greater control and oversight to achieve the most appropriate balance between efficiency and transparency. Transformation can be theoretically grounded in the philosophy of intelligence (PHILINT) culture and achieved conceptually and practically through transforming the intelligence culture of the intelligence sector in the country. In undertaking the research, a mixture of data was gathered and a qualitative methodology was applied to the literature review, case study and interviews. The data-collection methods included a purposive sampling method. The case study informed the design, and applied research was informed by the methodology and data was gathered thematically. The study identifies the following factors as key in transforming intelligence governance in South Africa: consequence management, the will of strategic-level decision-makers, citizens’ attitudes, and the will of the President to implement recommendations. Key findings on culture include the need for a commitment to a democratic institutional culture and structural institutional change, the relationship between crisis and democratic change and the problems with transforming institutional cultures in departments. The study recommends that the culture of impunity needs to change in South Africa. Institutions can change their internal strategic culture. A change in mindset can lead to a change in culture, and the intelligence services must develop a culture of co-ordination and intelligence decision-making during a crisis. South Africa additionally requires a culture of rigorous implementation. These recommendations highlight the theoretical value of intelligence culture towards the transformation of intelligence governance in South Africa and provide a blueprint for what PHILINT culture could look like in the country
dc.description.submitterMM2026
dc.facultyFaculty of Commerce, Law and Management
dc.identifier0000-0002-0865-0943
dc.identifier.citationBrookbanks, Darren . (2025). Towards the transformation of intelligence governance in South Africa [PhD thesis, University of the Witwatersrand, Johannesburg]. WIReDSpace. https://hdl.handle.net/10539/49019
dc.identifier.urihttps://hdl.handle.net/10539/49019
dc.language.isoen
dc.publisherUniversity of the Witwatersrand, Johannesburg
dc.rights© 2025 University of the Witwatersrand, Johannesburg. All rights reserved. The copyright in this work vests in the University of the Witwatersrand, Johannesburg. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of University of the Witwatersrand, Johannesburg.
dc.rights.holderUniversity of the Witwatersrand, Johannesburg
dc.schoolWits School of Governance
dc.subjectUCTD
dc.subjecttransformation
dc.subjectintelligence governance
dc.subjectSouth Africa
dc.subjectintelligence culture
dc.subjectphilosophy of intelligence (PHILINT)
dc.subject.primarysdgSDG-9: Industry, innovation and infrastructure
dc.titleTowards the transformation of intelligence governance in South Africa
dc.typeThesis

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