This article proposes an investigation of a firm's experience in designing its functioning modes on the basis of complex thinking. This investigation is guided by the questions such as the following ones.For which reasons did the top manager of a 200 persons' firm operating in a very traditional industry, namely international road freight transport, decide to refer to notions from complex thinking to devise her firm's functionning modes? Which notions actually inspire her and how have these notions been embodied in concrete managerial devices and processes? In which respect do these managerial devices and processes differ from traditional ones, i.e. from managerial devices and processes that are not mindful to principles of complex thinking? Why did this top manager deem important to introduce all her firms' employees to these difficult notions that inspired her? In which manner did she present them to her employees? What did they remember about these notions a few years later?
