Corporate Structure

Consip’s principal corporate organisms are its 9-member Board of Directors and a three-member Board of Auditors. Consip’s activity is subject to the control of the Court of Audits, since the company operates with exclusively public resources. A representative of the Court of Audits takes part in all meetings of the Board of Directors and the Board of Auditors. The day to day running of the company is entrusted to the Chief Executive Officer.

The role assigned to Consip within the framework of the strategy for the renewal of Public Administration is reflected in its organizational setup. Its structure is flexible, lean and highly professional. The company relies on the market for the implementation phase of its projects, so as to maximize the economic benefits of free and transparent competition, in compliance with the requirements of the Administration.

In order to achieve its goals, Consip has structured itself in such a way as to:

• Internalize its high-level know-how on the organization, processes and information systems of the Administration.
• Externalize the implementation phases of its projects through the market, within the framework of national and European norms.
• Promote innovation in the Administration through information technologies.

Consip thus presents itself as a company that is able to conjugate consultancy and technological know-how and project management capabilities in the handling of complex projects through the market and in close interaction with ministerial structures.
In order to meet its ever more complex challenges, Consip has devised for itself an organization focused on users and oriented on service and projects that was developed to ensure:

• Greater focus on the growth of professional competences, on the correct allocation of resources on projects and services, on corporate organization and processes.
• Greater emphasis on relations with users and on project development.
• Development of specific competences within the company line structures, both to increase the speed, effectiveness and flexibility of response to specific user requirements and to focalize attention and internal resource efforts on the needs and priorities of every single Department.
• An appropriate focus, through know-how integration, on the comprehensive coherence of initiatives in terms of planning, quality standards, good and services acquisition modalities, project monitoring and compatibility of application and technological architectures.

The elements to which a special attention was devoted are related on the one hand to strengthening user interface units, with a greater focalization of priorities projects aimed at facilitating the implementation of activities within the required time and quality constraints- and on the other optimizing resource management to allow, especially with regards to technical and project management competences, for a more dynamic allocation of resources within corporate structures based on the priorities set by reference users.   

In the second half of 2006, with a new management and a new legislation on public contracts, a careful re-examination of the Consip model was undertaken to meet the pressing requirement of stakeholders of an ever more active and propositional role on the part of the Company in promoting change and modernization of Public Administration through the dissemination of ICT technology.  What emerged was a company essentially characterized as a centre of competences that, albeit operating in the public interest, had to perform like a private company. This led in the beginning of 2007 to the establishment of a new operational model nosed on an organizational structure that reinforces the company’s orientation towards clients, services and projects with the support of common and centralized functions.  The value chain composed of the planning and control, business management, innovation and development phases –which before crossed vertically every corporate division- now follows a horizontal path across all corporate business areas.

This new organizational model meets a number of requirements:

• A unified strategic corporate planning structure
• A unified innovation and development structure
• The concentration of similar competences within the same work groups, allowing for a better integration of resources and avoiding inefficiencies and dispersions of work and effort
• The reduction of hierarchical levels, which privileges a horizontal interaction and increases delegation of responsibilities towards individuals 

The revision of the organizational structure will require an updating of the processes that make it work, but it will most importantly have an effect on corporate culture and on the way every person in Consip works, as well as on the mission and the values of the company.