A public law entity with the mission of development and innovation of regional agriculture has gone through a phase of redefinition of its organizational structure.

The program was built on a visioning path and a consequent managerial model that would allow it to be interpreted and implemented correctly. Behavioral models were created for the staff which, through the learning and adoption of communication and relationship management techniques appropriate to the working context, contributed to developing professional skills and individual performance. In the program, Change Leadership interventions were implemented to create a concrete culture of change and offer managers an effective “method” to face the complexity of their role. Finally, individual coaching, team coaching and team building plans were carried out aimed at improving the performance and organizational well-being of the teams, developing the potential and overcoming the critical points for achieving the objectives. The actions concerned the following areas: Organization, Innovation, Leadership, Team & Knowledge Management.