Complexity, both environmental and organizational, precedes the implementation of process simplification in organizations. While liberating companies appears to be a challenge for innovation, in a highly processual culture this radical choice may prove to be a failure, or lead to opposite effects. The Volkswagen Group France case study illustrates how the implementation of simplification as an organizational innovation can lead to a process of liberating the company. Our results relate to the antecedents, the methods, as well as the effects of simplification. This case study confirms the nature of simplification as an organizational innovation and its influence toward a liberation of the company. It shows significant results in terms of time saving and employee satisfaction.