The paper aims to create the conditions to develop a smart model of work organization 4.0 able to generate sustainability and green logic through a multi-sectoral approach that exploits the central role that the working dimension assumes in the life of the urban community and in the organization of the city. The methodology that we intend to apply is qualitative-quantitative in the sense that we will start with a first desk phase that aims to collect specific information, detailed, useful in the start-up phase and that will then be used to build the survey and will proceed with a longitudinal analysis. The expected results of the research concern, first of all, the overcoming of the state of inconsistency and weakness on the subject of agile work and also the attempt to rationalize the economic and social impacts that this innovative approach entails. The importance of this work lies in the possibility of building a structured SW implementation model that takes into account the different implications (economic, organizational and social) that this innovative approach to work generates. Our scientific and operational contribution is based on the possibility of creating new forms of work. An innovative contribution of this paper appears to be the formulation of proposals and useful indications for change management policies and interventions in terms of new forms of work, in the sectors under analysis. In particular, the paper, through the results of a qualitative-quantitative analysis will focus on the identification of critical issues encountered by employees in the implementation of SW and its impact in terms of individual and organizational performance. That is, this dimension transversally intercepts all aspects of personal and collective organization, affecting the lives of individuals and families, the local economy, the quality of the environment, the demand for mobility, consumption, social relations and urban planning. These aspects allow to consider the change that the SW generates with a logic of combination between the hard aspects of an organization and the soft ones, including the new innovative digital skills, IOT and the so-called soft skills. The overall results of the survey are intended to describe a dynamic process that begins to rethink even the procedures and tools of organizational action, within which the relationship with employees is increasingly placed at the center of the design. The increase in the quantity and quality of time due to the lack of home-work journeys puts people in a position to experiment with new daily forms of re-synchronization of work commitments with family and personal needs.