5. Strategic considerations for the future

Recommendations should not only affect one level but need to be seen in a systemic and comprehensive way. The way how reorganisations have been handled in the past can only change if approaches at normative and strategic levels change in the Commission as a whole, and if in parallel the existing policy framework for reorganisations in the Commission is adjusted. Recommendations therefore have to be formulated at the level of the Commission as well as at the level of the Directorates General.

Without this, reorganisations done in a “new” way with more attention to staff issues would be done at the individual risk of the respective Directors General. And no doubt, it is a risk and a challenge for leadership to successfully steer a change process for thousands of staff, to deal with political complexities, to go through the chaotic process of two-way communication with staff, accepting feedback and criticism. Current management culture in the Commission, as probably in other large public administrations, does not reward such risk taking. However, in the light of the radical change in the next few years, the Commission has to go beyond “business as usual”. Crises are always opportunities at the same time. Precisely because of this unprecedented situation it is the right moment to consider a comprehensive package of measures.