Carlos Villena Lescano (Perú)
I. Summary
Tourism is a strategic activity whose development in Peru is hindered by the lack of meritocracy and the appointment of authorities lacking technical suitability. Although professional education has advanced, clientelist practices and political decisions continue to weaken public sector management. Meritocracy, based on objective merits, and technocracy, rooted in experts applying evidence, are essential for strengthening tourism policies. Experiences such as that of the Central Reserve Bank of Peru show that technocracy works when there is autonomy and professionalization. For tourism to become a State policy, it must be led by competent professionals who combine merit with technical knowledge.
II. Development
Tourism is one of the most cross-cutting economic and social activities of the 21st century. Its development requires planning, management capacity, and strategic vision—especially within public institutions. However, in Peru—like much of Latin America—there remains a contradiction between the increasing academic professionalization of the sector and the fragility of the mechanisms by which its leaders are appointed. Public positions are often filled without proper qualifications, political clientelism persists, and the absence of meritocracy has limited tourism’s advancement as a State policy and its potential as a driver of Peru’s economic and social development.
1. Meritocracy: Principles, Realities, and Contradictions
Meritocracy is understood as a system of access and promotion based on objective merits: training, experience, and performance. According to Mendoza Paredes (2024), meritocracy in Peru is conceived as a normative ideal, but in practice it is distorted by structural factors such as lack of transparency, clientelist practices, political appointments, and the absence of formal selection mechanisms and process traceability.
In the public sector, merit often gives way to other criteria: political affinity, membership in favor networks, or partisan loyalty. Thus, merit becomes a discourse that legitimizes inequalities rather than correcting them.
In the tourism sector, the appointment of directors without specialized training demonstrates improvisation and a lack of technical selection criteria. This pattern repeats in regional governments and municipalities, where tourism posts are filled without regard for experience or professional background.
The Role of Professional Associations
To address this situation, the College of Licensed Tourism Professionals of Peru was created by Law No. 31172 (2021), requiring official certification to practice the profession. Its existence aims to raise standards and ensure technical and professional suitability.
Meritocracy in the Private Sector
In large tourism companies, meritocracy is supported by objective performance indicators (KPIs, Balanced Scorecard, etc.). In contrast, many small and medium-sized enterprises make decisions based on subjective factors—where personal trust, family ties, and friendship often outweigh professionalism.
The Critical Dimension of Meritocracy
Rujas (2022) argues that meritocracy can become an exclusionary mechanism if pre-existing inequalities are not acknowledged. In tourism, this is reflected in chambers and associations that admit only those who meet formal requirements, reproducing structural situations and closed circles.
2. Technocracy: Knowledge as a Source of Public Power
Technocracy involves the exercise of power by experts with advanced training, experience, and technical expertise—capable of designing and implementing public policies based on scientific evidence rather than political convenience or family connections.
Failed Case: MIDIS (2011)
The creation of the Ministry of Development and Social Inclusion aimed to establish a technical government. However, this technocratic attempt failed due to political pressure and clientelism.
Successful Case: Central Reserve Bank of Peru (BCRP)
The BCRP has achieved over 30 years of economic stability thanks to a consolidated technocracy built on public competitions, institutional autonomy, and decision-making guided by evidence and scientific method.
This model raises the question: why not replicate the BCRP’s technocracy in the tourism sector?
Technocratic Tourism Models in Other Countries
Mexico, Colombia, Chile, and even Peru have at times appointed tourism officials with specific training in tourism or tourism administration, showing that technocracy can also drive sectoral policy.
Risks of Technocracy
Gonzales and Rojas (2021) warn that a technocratic model can reduce democratic participation and isolate decision-making from civil society. The challenge is to balance technical expertise with engagement from public and private actors and citizen participation.
International Examples
Italy (Mario Monti’s government), Singapore (Harvard model), and Chile (Chicago Boys) offer concrete applications of technocracy during times of crisis, structural reform, and the use of technical knowledge for decision-making and efficient management.
3. Conclusions
- Professional training in tourism must be based on real and effective competencies.
- In the private sector, results are rewarded; in the public sector, merit should be rewarded—but political interests and clientelism still prevail.
- Future professionals must understand the nature of tourism development and the competitive environments they will face.
- Competencies should determine career advancement or stagnation.
- Few countries appoint tourism authorities with training in tourism; when they do, management improves.
- Academic training should prepare some graduates to lead tourism from within the State.
- After years of poor results, applying meritocracy and technocracy to tourism is an urgent need.
Meritocracy enables access. Technocracy enables decision-making. For Peruvian tourism to grow, both are needed. Tourism will not become State policy until it is led by competent professionals.