Institutional Context and Innovation

NeuroNetwork, an initiative jointly developed by SDA Bocconi School of Management, Biogen, and the Italian Society of Neurology (SIN), builds on the experience of NeuroMLab and is coordinated by Valeria D. Tozzi, Associate Professor of Practice in Healthcare Management at SDA Bocconi, and Mario Del Vecchio, Affiliate Professor of Government, Health and Not for Profit. 

The program serves as a bridge between the community of neurologists and institutional stakeholders at regional and national levels, fostering a strategic and practice-oriented dialogue aimed at aligning innovation in neurosciences with the ongoing transformation of the healthcare system.
As modern medicine evolves, so too must the organization of services. The sector is undergoing significant changes that are reshaping care delivery and influencing how neurology responds to patient needs. This year’s discussion focused on the demand for neurologists within the national healthcare system, beginning with an analysis of neurological networks in Abruzzo, Liguria, and Puglia.

Key themes of the discussion

Two central themes emerged from the discussion: defining the neurologist workforce requirements and assessing regional variability in organizational models.

The first theme featured the presentation of the new AGENAS methodology for estimating staffing needs, based on production data, hours worked, and the proportion of outpatient activity. Lorena Martini, Head of Training and Continuing Medical Education at AGENAS, explained the model and its recent developments.
Tested in ten regions and now applied nationwide, the methodology moves beyond traditional expenditure caps and provides a national tool to strengthen forecasting and predictive capacity regarding medium-term professional requirements. Its purpose is to support both specialist training pathways and the planning and development of services and organizational models, reducing the risk of workforce shortages where possible.

The second theme concerned regional differences in neurological networks. The discussion underscored the need to consider local specificities while identifying opportunities for greater alignment and integration.

Expert perspectives

Alessandro Padovani, former President of SIN, stated: “Demographic trends and innovative therapies call for a revision of organizational models, with stronger integration between hospital-based and community-based services.”

Mario Zappia, current President of SIN, added: “We must equip ourselves with appropriate tools to engage effectively with administrative and political decision-makers on resource allocation. As a scientific society, we must actively contribute to this process.”

Management and Organizational Models

The management of neurological services was examined from both the hospital and community perspectives. Participants emphasized that demographic dynamics and the introduction of advanced therapies require updated organizational models, with an increasing role for centers of excellence (e.g., multiple sclerosis, Parkinson’s disease, dementias) and enhanced territorial capacity to manage complex chronic conditions alongside hospital care.

The debate also highlighted challenges related to activity reporting, patient mobility, and the risk of service desertification in peripheral areas. These issues point to the need to strengthen spoke facilities and ensure effective integration of accredited private providers within the public system.

Digital transformation—with tools such as chatbots and virtual assistants—was identified as a potential lever to reduce administrative burden and optimize consultation times. However, it will require competency standardization and targeted training.

Future Outlook

The discussion pointed to the need for a more explicit definition of neurology’s role, a revision of organizational models, and greater recognition of specialist competencies. Proposals included the creation of regional clusters and territorial leadership structures to support the dissemination of best practices and promote a shared vision for the future of the specialty.

From a strategic perspective, participants stressed the importance of revisiting national standards, investing in specialist training, and promoting digital tools to enhance service efficiency and quality. SIN is called upon to strengthen its institutional role, moving beyond advocacy to actively contribute to resource planning and priority-setting.

In conclusion, NeuroNetwork reaffirms its role as a platform for dialogue and innovation, capable of shaping strategic decision-making and promoting a stronger territorial orientation of neurological services in response to demographic, technological, and organizational challenges in the Italian healthcare system.

SDA Bocconi School of Management