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The notion of the liberated company is presented as a new utopia for organizing work. What about concrete situations? This article analyzes an experience of liberation of a service company with about one hundred employees. It shows that the process of liberation is anything but linear. Intense organizational work is needed to make the change effective. This tends to be delegated to employees without implementing any real debate between strategic orientations and operational realities. The notion of a liberated company therefore does not allow for collective deliberation.