Skidmore has not a hope in hell of changing CASA, its policies or its culture.
The reason being that all it takes to stymie change is inertia and a little creative negative thinking to make up reasons why proposed changes, any proposed changes, are too hard. The reformers energy is quickly expended on fighting endless battles, its like trying to attack a tank with a pea shooter. The entire CASA general management level is against any form of change that does not increase their power and decrease their accountability. This is why internal reform is mostly impossible.
Internal reform only works where you, as chief executive, take a sword to senior management ranks and remove anyone who represents a threat to the change agenda. This is relatively easy in the private sector but difficult in the public sector. Unless you do this, then despite outward allegiance to the new way of doing things, old habits will reassert themselves in a short while.
This is why in both the Public and the Private sector we have seen so many new technology systems fail to achieve promised savings. The people who should be displaced by the new system make up new reasons to do more make work and embed themselves in the new system. It is not unusual to see staff numbers actually increase when "labour saving" systems are introduced. The only safe way to implement a system that is say, supposed to reduce staff by 25%, is to fire 25% on the day you switch the new system on.
The only safe way to reform CASA is to disband it and create say, Two new agencies to do the work - and then be very careful about which former CASA employees, only the low level ones, you let in, otherwise the new organisations will get "infected" by the old CASA culture. This is clearly beyond Skidmore and his Minister.