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In France, the management controller has entered local authorities, and especially at the commune level, where there are complex organizations with many specificities. Although the role arose in the private sector in response to specific needs, it must now adapt to various new actors. An ethnographic study within a commune-level management control department sheds light on the mechanisms of a management controller entering an organization to perform the role for the first time, finding himself obliged to pick projects on which to work and adapt his discourse to his colleagues.