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The current coronavirus emergency with its wide diffusion and virulence endangered in a short time the health of the worldwide citizens. It has not only shown the extraordinary precariousness of human existence and the extreme volatility of the socio-economic global balance, but it also exhibited the poor preparation of countries (even the most advanced ones) to intervene efficiently against epidemics (Beasley, 2020). The coronavirus pandemic has required prompt and massive intervention by the worldwide healthcare systems to offer care and assistance, further amplifying their instability and vulnerability and bringing out hidden disorganizations/inefficiencies. Nowadays, the need to protect public health in such a critical historical context increased the interest in how national healthcare systems (NHS) manage emergencies and, at the same time, the risks they are exposed to (see A guide to the project management body of knowledge). On this point, the growing uncertainty of the macro-economic market conditions, the profound instability of the national and international economic balances and the urgency to protect firm profitability has stimulated curiosity about the current spread and implementation of the risk management and control systems. The Italian healthcare sector is characterized by an intrinsic dynamism and by the exposure to a high and heterogeneous mass of risks with roots in various areas of healthcare governance. Such risks require new and cutting-edge tools to be managed efficiently. In addition, in recent years, the Italian national healthcare sector has been exposed to numerous regulatory and technological changes. It went under increasing pressure (coming from within

Complexity to downplay complexity: Implications of ERM logics for the Italian NHS