A new scenario for agile working
Smart working, once an emergency solution, has now become a strategic pillar of organizational transformation, enhancing human resources, attracting talent, and promoting social and environmental sustainability. In a context marked by workforce reduction and growing competitive pressure, agile models allow for the combination of individual autonomy and team cohesion, definitively leaving behind the extraordinary logic born during the pandemic.
Wellbeing and new organizational models
Smart working is now firmly established: in Italy, it involves 3,575,000 workers (by 2025), especially in large companies and public administrations, where the “structured hybrid” model alternates physical presence and remote working, enhancing the balance between personal needs and organizational objectives. Data presented by the Smart Working Observatory of the Milan Polytechnic shows how collaborative forms of remote day planning produce the best results in terms of engagement, performance, and sense of belonging. Despite the spread of smart working, a high risk of overworking remains, which organizations are combating through the structured implementation of the right to disconnect. This measure, now adopted in both the public and private sectors, is proving essential for protecting employees’ psychological well-being and work-life balance.
New rules 2024-2025: Regulatory interventions
In Italy, for both the public and private sectors, the reference legislation for “smart working” remains Law No. 81 of May 22, 2017 (Articles 18-24), which has been amended several times over time. From 2025, vulnerable workers, caregivers, and parents of children under 14 or with disabilities—in both the public and private sectors—will find smart working an accessible, simplified option regulated by individual agreements. In the Public Administration, the authorization is evaluated and agreed upon with the relevant manager.
What are the real operational changes?
With the new National Collective Bargaining Agreement for Central Functions (2025-2027), it will be possible to agree, within individual agreements, on a number of smart working days that can exceed on-site attendance. These agreements formalize objectives and operating methods, with periodic monitoring of results.
For new hires in ministries, tax agencies, and other public bodies, smart working will be available from the start: the goal is to strengthen the attractiveness of the public sector.
In the private sector, Law 203/2024 introduced the obligation for employers to electronically communicate (within 5 days) to the competent Ministry, with all the details on the days and names involved in smart working.
What concretely changes for businesses and Public Administrations
The main operational changes regarding Smart Working concern access and activation procedures: in public administration, smart working is subject to specific organizational conditions, monitoring of objectives, and the availability of suitable technological equipment. The working schedule must be agreed upon in advance, and there are no restrictions on working hours, but contact slots and the right to disconnect are defined (the latter also protected in many private companies). Law 203/2024 simplifies the management of appeals and introduces new provisions to protect workplace safety and transparency in smart working relationships, impacting all organizations. Innovative models are emerging, such as the “short week,” adopted by less than 10% of large companies but rapidly evolving, and International Smart Working, which allows working from abroad and attracts mobile and global skills.
Digital technologies and the role of Artificial Intelligence
The evolution of smart working is closely linked to digitalization and the adoption of AI-based tools, which automate repetitive tasks and allow more time to be dedicated to value-added tasks. The impact of these technologies is changing professional mixes, supporting skill development, and can redefine job profiles and tasks, making work increasingly results-oriented and flexible.
Best practices and business cases
This year, at the Smart Working Awards 2025, organized by the Smart Working Observatory of the Polytechnic University of Padua, large companies, SMEs, and public administrations stood out for their ability to innovate their models. The winners of the three categories were Fater, ActionAid, and the Municipality of Padua, respectively, which experimented with flexible, highly customizable, and sustainability-focused solutions, investing in digitalization, training, and new leadership models.
Future Prospects: Opportunities and Challenges
The Italian smart working landscape is expanding: it is estimated that approximately 3 million workers could be added in the near future. It will be essential to invest in flexible working hours and workplace policies, reap the benefits of new digital technologies, and promote a culture of empowerment and work-life balance. Organizations will need to integrate updated regulations, technological evolution, and new social needs to remain attractive, inclusive, and sustainable.