In the management of public sector, digital transformation is supposed to lead to new and better service delivery by increasing efficiency and transparency, and by improving accountability. The complexity of the transformation process increases, in terms of actors involved and effects on working practice and way of interacting and offering services. The pressure is more and more on the response to the changing needs and aspirations of the society, supporting self-governance for local communities to be able to govern themselves with no or little interference from government. This process is still ongoing, requiring a great effort from academics and practitioners to understand different dynamics. This paper copes with a case of organizational change “triggered” by a process of digital transformation. We are specifically engaged in the change management of INPS concerning the potential development of a technological application for managing disputes under the jurisdiction of the Court of Auditors, with the objective of monitoring the recovery of state damages caused by the fraudulent actions of public employees.
In this setting, the focus is on the analysis of the reengineered business process in the effort to analyse jointly the digital transformation project and the organizational change. The paper may be located within emergent digital transformation literature.