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The creation of multidisciplinary teams has significantly transformed the practice of occupational physicians over the past decade. The management of these teams, coupled with the introduction of a quality approach within Inter-Company Occupational Health and Safety Services (Services de prévention et de santé au travail interentreprises; SPSTI), raises a central question: How can all actors be empowered, mirroring the independence of physicians, to ensure that multidisciplinary teams—requiring coordination, co-production, and cooperation—can achieve optimal performance ? This action research study examines the mechanisms and effects of transitioning from a vertical bureaucratic model to a horizontal organization, analyzing its impact on the performance of multidisciplinary team management and, more broadly, on the organization itself. The qualitative action research methodology adopted is based on the socioeconomic approach and combines semi-structured interviews, focus groups, internal data analysis, and a questionnaire on quality of life and working conditions. The findings highlight an approach rooted in autonomy, interdisciplinary cooperation, and the establishment of structured discussion spaces. Furthermore, they demonstrate the effectiveness of a horizontal managerial model which, grounded in subsidiarity and transdisciplinarity, strengthens quality of work life and sustainably enhances organizational performance.