Control does not create resilience. Liberation does. And liberation leads to unconditional care.
A new article in CanadianSME Small Business Magazine highlights PMB, a Quebec-based manufacturing SME led by Dominique Tremblay.
PMB is not merely described as a “liberated company” — it openly defines itself as one. Dominique Tremblay explicitly embraces this organizational choice. For him, liberating the company means renouncing permanent control and rebuilding the organization around trust:
- removing unnecessary monitoring mechanisms,
- granting real autonomy to teams,
- ensuring full transparency about numbers and challenges,
- making operational decisions as close to the field as possible.
But liberation is not the destination. It is the precondition for something more demanding: orienting the company toward unconditional care for customers, suppliers, and the local community.
One concrete illustration: PMB refuses to participate in transactional bidding processes. Instead of competing through price confrontation, it builds long-term relationships grounded in trust. In many cases, clients simply send their plans and requirements — and pricing is discussed within a logic of fairness and mutual consideration, not adversarial negotiation. The outcome?
- Stronger financial performance.
- Deeper loyalty.
- More organic innovation.
- Resilience proven in times of crisis.
For those who follow the liberated company movement, this case clarifies something essential: freedom of action is not a cultural accessory. It is what enables a company to genuinely care for its ecosystem — through its core business model — which leads to performance and resilience.
You can read the interview with Dominique Tremblay here.
