This article presents a case study on the implementation of the Happiness Management Program (PGF) in two Brazilian organizations—one from the Judiciary and a mixed-capital urban services company. Originating from a doctoral thesis in Philosophy, the PGF is based on Foucault’s notions of care of the self, askesis, and practices of freedom, understanding the corporate philosopher as someone who problematizes power relations and stimulates ethical processes of self-knowledge. The program is structured in three phases: diagnosis, implementation, and evaluation. The diagnosis involves individual and collective instruments to map health, well-being, organizational culture, and leadership practices. The implementation combines collectivist (environments, campaigns, and events) and individualist approaches, the latter organized in closed self-knowledge groups mediated by the philosopher, with dynamics on identity, emotions, meaning of work, and coexistence. It also includes individual consultations, leadership training, and mediation practices. The evaluation occurs through quantitative and qualitative research, workplace happiness indices, and review of internal processes. In the first organization analyzed, the diagnosis revealed weaknesses in communication, motivation, leadership culture, and integration, as well as health patterns marked by high levels of anxiety and continuous medication use. The program generated significant changes in infrastructure, ESG, processes, recognition, and organizational climate.