Intervista al Direttore centrale Organizzazione Maria Grazia Sampietro

The New Service Model: Between Proximity and Innovation: An Interview with Maria Grazia Sampietro, Director of Organization Listening transforms into service, proximity becomes digital architecture. At the heart of the Institute's New Service Model is a profound transformation that redesigns structures, roles, and contact channels to ensure a more accessible, rapid, and equitable welfare system. This challenge, led by the Organization Directorate, is designed to transcend traditional product-based management in favor of an integrated, end-to-end vision. Starting from a solid foundation of direct feedback—built through agreements and targeted Customer Experience campaigns involving 910,000 users—every process in this new architecture is tailored to the real needs of citizens. The differentiated organizational model thus enhances the flexibility and effectiveness of each individual structure, providing clear responses and specific timeframes while fully respecting the local context in which the user lives. This strategic evolution redefines the identity and responsibilities of key functions, starting with the Central Communications Directorate, which evolves from its traditional support role to become a core activity and relationship engine for the entire institutional ecosystem. At the same time, the Contact Center transcends generalist responses thanks to the creation of dedicated units for the most highly sought-after services (such as pensions, social safety nets, disability, and family), structured to address citizens' needs from the first contact. In the local area, operations are becoming even more flexible through the Local Services Directorate, which assumes direct production functions and centralizes automatable flows, freeing up valuable resources in local offices to direct them toward high-value professional consulting activities. The operational engine of this territorial equity is the Metaprocess, the dynamic tool that distributes workloads across the network no longer based on mere geographical expertise, but on the actual availability of skills and human resources. As of April 2026, this solidarity system already covers 31% of the model codes in the performance area, advancing rapidly toward the goal of 60% by the end of the year. This transformation journey is firmly based on the cornerstone of continuous training, with upskilling and reskilling programs designed to increase staff specialization and responsibility. The ultimate goal, perfectly aligned with the 2025-2027 ICT Strategic Plan, is the anticipation of rights: a radical paradigm shift to activate protections before the user even has to apply. In the video interview available for download below, Central Organization Director Maria Grazia Sampietro delves into the rationale and objectives of this welfare system built on and for the local community and offers a clear vision of the ongoing change, which can also be explored in detail through the April 2026 strategic presentation.