A cabinet reshuffle is one of the most difficult challenges that prime ministers and premiers face. It is a process that involves shifting the position of cabinet members in order to address perceived underperformance, manage relations with coalition partners, promote loyalty, refresh the leadership team, and maintain a strong grip on party discipline. It can be a daunting task to manage, and it is not uncommon for reshuffles to end in controversy.
The scope and depth of a reshuffle will depend to a great extent on the power resources of the principal and, in coalition systems, the prime minister and coalition party leaders’ bargaining position vis-à-vis other (real or potential) partners. Moreover, the nature of the political system in which a reshuffle takes place will also play an important role: in parliamentary systems, where ministers are drawn from the legislature, reshuffles are more common than in other forms of government.
Discussions at the seminar highlighted the fact that reshuffles often have unintended consequences. For example, in the case of Theresa May’s attempt to move Jeremy Hunt from Health and Social Care to the Ministry of Defence, he threatened to resign. This revealed the inseparability of politics and policy, and a strained balance of power between the PM and her cabinet.
Other participants noted that there is a lot of turnover in the most senior positions – for example, nine chancellors of the exchequer and 17 work and pensions secretaries since 1997. This may be because these are relatively high profile and demanding roles, but it also suggests that people do not necessarily stay in these posts for long periods of time. This is not always a good thing, as it can leave various long term tasks uncompleted and can result in the appointment of someone who has little information about those tasks.