[...] A first set of bottlenecks is related to one aspect that is also probably the most understood and at the base of the majority of the initiatives for the simplification of services to businesses: the complex environment the companies have to deal with when they interact with the public sector. This complexity is due to the high number of relations between the different elements (norms, bodies, responsibilities, systems, and so on). And of course it’s “layered”, being the complexity present at legislative level, at organisational level and at technical/standards level. Legislative complexity is a quite common element in interaction with the public sector and it is not only connected with services to businesses. Quantity, and somewhat incoherence, of norms and regulations is still perceived as one of the main bottlenecks from the stakeholders in the workshop. Probably one of the reason of that is the “stratification” of legislation, i.e. the adding up of new norms not always followed by the needed revision of the complex of regulations. A second level of complexity relies in the responsibilities being distributed among different agencies and organisation, in most case not properly connected to streamline administrative processes. This can be a consequence of incoherent and fragmented legislation, but it can also be the difficulty in bringing “down” the reforms from the legislative level to the organisational one. In the workshop was clearly highlighted that in some cases the approach to innovation is too often regulatory than operational. The negative consequence of this organisational fragmentation is that the burden of reconcile it is all left on the shoulder of companies. Another level of fragmentation is related to the technical and standard level, especially for ICT systems. And it is seen as a huge obstacles in reaching the full inter-organisational integration and the consequent streamlining of processes. The issue of “standards” was on of the more often referred in the workshop.