This study aims to analyse the potential organizational impacts related to introduction and implementation of new managerial concepts methods and tools in Italian entrepreneurship associations using direct observation through daily presence as methodology in the structure. The results revealed that although the context of entrepreneurial associations assumes a certain degree of proactivity and dynamism in dealing with change, those who work there still cannot take decisive steps towards innovation. The analysed structure is strongly traditional, conservative, and unwilling to accept changes in software, roles and responsibilities, with the resulting difficulties being operating in a context that is increasingly turbulent. As the study is based on a case study, the conclusions achieved can be limited to the specific context examined. Investigating how the society can face the necessary change in skills and capabilities will make clear if the traditional stativity of the association quoted in the literature have been confirmed or not and, no less important, how such changes are perceived and managed by the structure. From the direct observation of reality, ideas and suggestions on how to handle the criticalities, therefore, favorability and optimization of the association's evolution could be achieved. This research thus showed the possibility of making a significant change that is developed and shared by the structure. In addition, the fact that these applications are studied in a rarely analysed and unconventional context, such as that of entrepreneurial associations, strengthens the originality of the study.