In the previous chapter the focus was on the individual being the centre of managerial attention as a work-organisational resource, and how ambiguities emerge from the relationship between individuals and organisations. Now we turn to ‘individualisation at work’, exploring managerial measures taken to ‘organise’ individualisation and managers’ own experiences as ‘organised’ individuals. Both perspectives allow a further investigation of the ambiguities that define the shifting boundaries between systemic and normative processes and the various pressures put on individuals by corporations fuelling the development of ‘organised individualisation’. The central question addressed in this chapter is, therefore, how do marketisation and corporatisation, network society, knowledge and access economy translate into work-organisational changes that turn individualisation at work into an organising principle? Three main developments can be found in the interviewees’ statements: people management, corporate culture and project management.