Organizational culture and managerial change. The Case of the Scuola Normale Superiore
Organizational culture is the driving force behind change in complex organizations. This article presents the case of the Scuola Normale Superiore, which, since 2020, has undertaken a profound organizational development effort to transform its technical-administrative structure in line with a renewed strategic vision. The initiative took place in a context marked by significant challenges: the dissolution of a federation with other special status higher education institutions, a complete digital transition, the introduction of teleworking and a high staff turnover rate. A new management approach based on processes, clear responsibilities and leadership development was introduced. A distinctive key element was the focus on organizational culture as a catalyst for change: shared values, distributed leadership and stable collaborative practices. The project involved 42 managers and middle managers in a blended learning path combining theoretical sessions and experiential activities based on classic psychodrama methods. The main outcome was the collective creation of the “Organizational Culture Manifesto”, which strengthened the sense of belonging, motivation and internal climate. This experience demonstrates how even public institutions can leverage culture as an active resource for continuous improvement.
