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Many studies illustrate the increasing power of financial officers in organizations, which seems to reflect a universal and inevitable process of financialization. Through an ethnographic study, we analyze the concrete impacts of this trend on daily practices. We show that the path of financialization was influenced by competition between professional groups. Its apparent universality is conversely used to legitimate claims made by a group of actors. We thus show how management controllers and their devices play the role of facilitators of financialization, and the local and contextual adaptation and compromise necessary to involve it in the daily practices of an organization.