3.4 Strengths and weaknesses at a systemic level

This systemic approach helps to understand the wider framework in which reorganisations happen in the European Commission. Although very schematized, this helicopter view also allows for a first assessment of strengths and weaknesses of the European Commission based on the St.Galler Management Model.

One of the key findings at the normative level is that the Commission ́s corporate culture has not been consciously shaped by management. It also does not pay much attention to the human factor. There are no conscious efforts to mobilize this potential and to make it explicitly part of the corporate culture. However, with the radical changes ahead, the Commission will need to rely on fewer people to work more effectively and longer years.

The framework in place to define new policy priorities and to react to them with adequate resource allocation appears relatively elaborated and solid. However, what seems to be missing is a permanent reflection on how these external developments will affect the Commission internally. Internal change is being addressed when it happens rather than by structured forward-oriented thinking. The part of strategic management which should orient and guide the business segmentation is less developed (which major policy themes will emerge in the future? What will that mean for the Commission? How will this affect the number and composition of Directorate Generals? How should future Directorate Generals look like?).

On the level of strategic management, a lot has happened in the field of human resource management. Efforts over the past years have focused on upgrading its strategic planning function and introducing professional tools and instruments. This has ensured that the “hard” factors are in place for human resources management (instruments, IT, statistics, reporting systems). However, the more difficult “soft” factors of human resource management (values, attitudes, motivation strategies etc) have not yet been addressed.

The link of staff engagement with internal communication seems too narrow. Motivation and commitment of staff cannot be seen in relation to communication only.

The key findings are summarized in the following table:

Table 5: Strengths and Weaknesses of the European Commission