In the recent decades, the digital revolution has transformed contemporary societies. New ways of carrying out work activities have spread across in organizations to respond to changes in the peoples’ behaviours and aspirations, who ask for a new way of organizing work, more flexible and results oriented and the effective use of new technologies. Starting from these premises, Smart Working has spread in organizations. This work model represents an opportunity to redesign work in public and private organizations given greater hourly and spatial flexibility, sustainability, effectiveness, and improvement of the organizational well-being of employees in the workplace and the sphere of private life. This paper aims to understand the perception that public managers have of smart working as a model of cultural and organizational change in public organizations in order to the following aspects: the redesign of the workplace, the redefinition of organizational processes, the consolidation of the trust-relationship between public management and public employees. In detail, a series of semi-structured interviews were conducted with Italian public managers of local administrations to understand how they manage ICT technologies as a tool to implement the Smart Working model. Furthermore, this paper aims to contribute to the recent debate on Smart Working in the public sector.