4.3.3. The DG for Information Society and Media (DG INFSO):²⁹ innovation

Need for change

The reorganisation of DG INFSO who became DG CONNECT in 2012 was influenced by global challenges. Accelerated technological change, a more individual society, the convergence between information and communication technologies required a stronger interaction among different Directorates. More important for the reorganisation were internal drivers for change: the move from the 7th to the 8th Framework Programme during the next planning cycle meant that new research topics would emerge. This called into question the relevance of at least the five research directorates. Moreover, a new Director General had arrived in management at the end of 2010 with his own vision about the functioning of the DG and a strong will for change.

Staffing and structure

DG INFSO is a large DG with around 1150 staff members in Brussels and 120 in Luxembourg. It was structured into ten Directorates mainly by functions, such as five research directorates, as well as directorates on policy/strategy, regulation, resources, and general affairs.

The former structure was specialized, clearly structured with defined roles and responsibilities. However, there were too many layers of hierarchy, and isolated approaches with too little interaction between the directorates.

Objectives

• facilitate knowledge creation and exchange among different Directorates and staff;
• break down the silos by improving the integration of Research and Development, innovation policy and regulation;
• shape decisions collectively through a Board (top management, directors, principal adviser; each member is in charge of strategic goals)
• create interaction; more flexibility with a mixture of a functional and matrix organizational structure, less layers of hierarchy and empowerment of the Units.

Management of change

The reorganization process happened relatively quickly over a period of six months. While a vision was in place by top management and the Cabinet, there was no time to develop an explicit strategy and action plan with broad involvement of staff and bottom-up approaches. The focus was as much on improving processes as on changing the structure.

A strong lead was taken by the Director General who set the pace and was the main messenger of the process in close cooperation with the Cabinet of Commissioner Kroes. The reorganisation was a combination of a top-down (change contents was defined between the Director General and the Cabinet) with a bottom-up approach (middle management and staff were consulted). The process started with a directive management style followed by a participatory style for receiving extensive feedback.

Principle for changing jobs: post follows function, i.e. the Director General and the Board decided about the functions in the new organisation chart and attributed the posts. Staff could decide to follow the post in the new structure or look for another post. In doing so, staff was supported by the HR unit. A Chambre d`Ecoute was set up to deal with staff needing further support.

Resistance to change

Some resistance to change existed among staff, due to: uncertainties linked to a new and unusual way of working in the Commission; the speed of change; and the planned reduction of staff over a period of 5 years. This has not been implemented at this stage but will be addressed through externalisation from 2013 onwards. As to reduction of management posts, typically sensitive and controversial, DG INFSO had a vacant director post which disappeared in the new chart.

Specificities

This reorganisation was marked by innovative HR management and communication. Both functions were well established and active already before (e.g. Staff Engagement Strategy carried out in 2011) and were fully mobilised during the reorganisation. Focus was on transparency, documenting the status of the reorganisation, and highlighting key messages. Many steps were taken, such as:

• launch of internal website to inform staff, digital staff assemblies with possibilities to ask questions, blogs, videos, face to face meetings, direct access to the Director General (open door policy twice a week), both oneway and two-way communication;
• Management seminar with Directors and Head of Units and a series of personal meetings at different levels to review unit priorities in the new structure and to define postings;
• Comprehensive human resource management to accompany managers and staff during the change process; explained where posts will be situated in the new structure, organizing calls of interest for new posts; provided learning and training for skills necessary for change, offered individual and group coaching for directors and Head of Units.

²⁹ See Dorlo C.: The position of the Human resources unit in mana ging change: reorganization of the Directorate General for the Information Society and Media, Research paper for Post Graduate Certificate, Brussels 2012