People management tries to get the best out of individuals through a subtle moral ‘responsibilisation’ designed to realise a given set of goals. Meanwhile, corporate culture highlights the realisation of an incontestable normative infrastructure on the basis of an ‘inner-directed’ (Riesman et al. 1961) guidance for action in the workplace, thus economising not only economic transactions, but social interaction as well. Project management actually provides an organisational structure enabling individualisation, where roles potentially change on an hourly, daily or weekly basis. In any case, individualisation becomes ‘organised’ as it becomes dependent on organisations that operate on the basis of norms and values that are beyond public control, are non-negotiable, but draw on individuals’ lifeworld capacities for their realisation.