The establishment of HQ IDS is only the first step in the long awaited reforms in higher defence organization. A great deal of maturity, long term planning and high degree organization. A great deal of maturity, long term planning and high degree of commitment will be required to achieve the desired integration of the defence services. The other area of reforms calling for urgent attention is integration of MoD and HQs to bring about the desired synergy between the military and the bureaucratic hierarchy.
If it remains true that the Commission is an essential component within the process of EU policy-making, changes in the organizational basis of this key actor are likely to have broader implications. Adopting this vantage point the article discusses the potential for advancing our theoretical and empirical understanding of the EU policy process by analysing the recent administrative reforms in the European Commission. It is argued that studying internal reform is particularly important as it structures and conditions the capacities and subsequently the impact of the Commission as an actor in EU policy-making. Put simply, organizational changes do affect policy outputs. Hence, studying organizational change in the form of administrative modernization - be it as a dependent or independent variable - should become an important task also for students of EU policy-making.
The proposed reform is a complex and multifaceted process of change involving all public administration components which must play an active part in it. Extensive and multifaceted are also the relationships to the environment in which the reform takes place - the citizens, the civic society, the private sector, political representation, state power authorities and the European Union. Therefore the reform must be structured and managed as a comprehensive programme and process, taking fully into account all internal and external relationships. In doing so it is necessary to make adequate use of both the formal instruments of change in public administration (laws, orders, implementation plans, reorganizations, cancellation of positions, establishment of new institutions, etc.), and, even more so, of instruments stimulating interest, initiative and cooperation (information, discussions, consultations, advice, training, exchange of experience, encouraging new ideas and improved performance, appreciating excellent results, etc.). Due to its significance for the future development of the Czech Republic the reform must be managed by the Government and the manager of every governmental institution must bear direct responsibility for its implementation.
The individual reform areas will have to be examined and, where Tecnically possible, structured, and managed as individual reform programmes and projects. This approach will make it possible to define the responsibilities, objectives and required and controllable results and to allocate adequate funds. Every programme or project must have its own manager (e.g. for dissemination of information and marketing of the reform, the reform of law-making and legislative processes, the management and development of human resources, etc.), whose rights and duties (with particular reference to coordination and cooperation) must be clearly defined.