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This article looks at organizational innovation in a public organization, viewed as the result of a complex and social systemic shift. The internal restructuring of an entity of the Olympic Park is at the heart of this analysis, with the creation of a Project Management Office department. Data collection, including six semi-structured interviews with strategic actors of the Olympic Park, as well as the analysis of internal documents, shed light on the organizational transformation process. The results illustrate the action levers deployed by this public organization to carry out its transformation. This article concluded with a broader discussion of the topic of organizational innovation in public organizations and an overview of the main contributions and limitations of the study.