Because we need a new management culture for the public sector

Respect for PNRR deadlines and, in general, the country’s ability to make investments, in the common narrative, seems to depend on a new code of contracts and commissioners. Certainly, the regulatory system is complex, the decision-making processes fragmented and articulated on different administrations. However, it would be simplistic to think that the solution is only regulatory simplification. Regulatory changes grafted onto bureaucratic organizational models alone are not enough. What can make a difference is management intra- and inter-organizational and managerial skills, conveyed in the key nodes of public and private decision-making processes. Making an investment on time depends to a large extent on decision-making and execution skills, as well as an in-depth knowledge of the mechanisms of the public machine, which requires a coordinated flow of actions in a multi-stakeholders and multi-institutional.

The most emblematic example is the case of the reconstruction of the Genoa Bridge and not so much foriter procedure for the selection of economic operators or for the figure of the Commissioner himself. The case of the bridge teaches that some ingredients can make a difference, replicable ingredients. What worked was the feeling of urgency that was shared by all the players in the field. But the city was not only to heal a wound, which also deteriorated the public-private relations in the countryside; The Genoa system lost 6 million euros a day without a bridge, a financial damage that has always been taken into account in the choices made. These factors have enabled a fluidization, adaptation and speed of decision-making processes. A chief mayor, as commissioner, who was able to establish an interdisciplinary commissioner structure and synthesis of the various administrative cultures (Court of Auditors, public prosecutor, prosecution). A team with the ability to make decisions in uncertainty, without seeking refuge or being thrown into the tangle of technical opinions after evaluating and weighing all the technical opinions and consulting the city committees. The ability to Project Management by the client made it possible to move over to a technical, managerial and negotiation level, and not a bureaucratic-administrative-formal one, the comparison with the actors in the field and with the economic actors. Not service conferences or Pec tours, but one day a week, always the same, on Fridays, dedicated to sharing issues and solutions with all key players, always and only top management, always the same. And then confidence was created and a sense of sharing responsibility. In this context, the economic actors felt guided and motivated by a different audience, which enabled them to perform their best, use the best skills, collaborate to find solutions and achieve the goal together. Chance shows that there is a need for public leaders with visions, management and managerial and technical skills that know how to take responsibility for urgency, risk and value creation, able to organize and guide team skills (internal and external) and to interact with the institutions involved, with the market and with stakeholders to identify new ways of working together. The case also teaches that the time has now come for investment and public procurement choices to internalize the economic, social and economic consequences for the system. The real challenge, but also the leave of Pnrr is the construction and improvement of a new and widespread management culture in Ppublic administration at all levels controla network of leaders, in the public and private sectors, driven by the sharing of values ​​and trust, to whom they can entrust the experiment with new ones. operating mode. The challenge is to create one environment to encourage innovation in PA’s organizational models and in the business models of economic actors. Prerequisites for starting real change projects in the country. What is comforting is that this attitude already exists, albeit scattered. Of course, the changes that affect the organizational culture are often long, but choosing the right people in the key nodes can be done and must be done immediately, and it can speed up the basis for regulatory simplifications.

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