Leonardo Quattrucci discusses the concept of competitiveness within the European Commission and points out that while competitiveness has become a key focus for the institution, there is a lack of attention to the Commission’s competitiveness as an institution. He highlights the importance of aligning the skills and resources of an organization with its objectives and suggests that there is a mismatch between the aspirations and capabilities of the European Commission. Quattrucci emphasizes the need for the Commission to prioritize building institutional capacity in order to effectively implement policies and enforce regulations. He calls for a Commissioner dedicated to creating state capacity and hiring technologists to address the increasing complexity of policy areas such as digital technology.
Quattrucci raises concerns about the lack of specialized talent within the European Commission to handle technical policy areas such as digital policy. Despite passing comprehensive regulations in areas like data protection, online platforms, and AI, there has been a shortage of technologists among public servants. He argues that the Commission needs to hire the right talent for the right job and implement new policies to attract skilled individuals to address technological challenges. Quattrucci suggests that the Commission should take inspiration from initiatives like the Presidential Innovation Fellowships in the United States and the appointment of a Senior Vice President from Amazon as the Commissioner for Digital Transformation in Italy.
The author highlights the need for the European Commission to prioritize transforming its internal structures and processes to support digital transformation and to bridge the gap between policy design and implementation. He suggests that the Commission should appoint a policy-entrepreneur-in-chief with a high political mandate to drive the digital transformation of the institution and make it a priority for the whole government. Quattrucci points out that the Directorate-General for Reform within the European Commission has been successful in assisting member states in growing state capacity in strategic areas, and argues that a similar focus is needed within the Commission itself.
Quattrucci emphasizes the importance of institutional capacity building within the European Commission to ensure effective policy implementation and enforcement. He calls for a shift from project management to product management, as well as the recruitment of talented individuals from various sectors to bolster government services. The author suggests that the Commission should learn from successful initiatives within the institution, such as the Directorate-General for Digital Services, which has been a driving force behind the European Interoperability Act. He stresses the need for the Commission to invest in operational excellence and celebrate the work of implementers in order to drive innovation and improve customer satisfaction.
In conclusion, Quattrucci urges the European Commission to focus on building institutional capacity and transforming its internal structures to support digital transformation and effective policy implementation. He calls for a Commissioner dedicated to creating state capacity within the institution and stresses the importance of hiring the right talent for the right job to address the increasing complexity of policy areas. Quattrucci emphasizes the need for a shift towards product management and the recruitment of talented individuals from various sectors to drive innovation and improve customer satisfaction. He suggests that by prioritizing institutional capacity building, the European Commission can achieve its goals and maintain competitiveness as an institution.
