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Faced with markets which are evolving ever more rapidly, companies are trying to become more responsive and creative. Some are trying out management methods which give more freedom, responsibility and initiatives to their employees. Consequently, we are witnessing the emergence of so-called ‘liberated’ companies which all tend to be rather small in size. Does this mean that this development is inaccessible to large groups whose heavy organisational structures, complex processes and systems of established management are holding them back? Examples from Michelin, OCP (the leading Moroccan company) and ENGIE suggest the opposite. Each one of these groups is exploring new organisational methods based on accountability and trust with humility and pragmatism, sometimes at the cost of radical in-house change, but the benefits are already starting to be felt.