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How to start the engines of transformation in the AAPP

I read with great interest the post How to reinvent public administration Survival the Directive blog. The author attributes the current functioning of the AAPP to outdated organizational system and argues that only through the talent and leadership of public sector workers will be possible to transform government. By the way

ago a historical review of policy initiatives to transform the public administration and concludes that it is an expectation that is never fulfilled.

As I read the text, my expectations grew that the author would conclude by explaining how the talent and professionalism of public employees would be able to transform their organizations, succeeding where they have not done the policy initiatives described. And what I find is the description of what he calls the drivers of change: Managing

• enhance performance and innovative talent.
• Develop leadership of managers.
• create innovative cultures.

Male, of course. In this easy match. But the key issue that just avoiding the post, is how to boot in practice these engines. And from my point of view to be very talented and professional to be our public employees, many of them are, alone they will not be able to do. Because it would continually crashing over and over again with this bureaucratic, hierarchical culture that has no mechanism to reward the effort and talent. Start

these engines requires a profound change in the Civil Service. And such a change can only be performed from a strong political leadership. I am afraid that we can be frustrated, there is no other remedy. And propose to abandon this anti-political discourse so common. That, moreover, is on the edge of the anti-democratic. Because if the politicians avoid addressing a change in depth of the Civil Service is mainly due to the immense wear that may involve more than likely conflict with ... public employees.