Peter Senge made known the concept of learning organization.
Some 30 years after the publication of his standard work on the subject, his colleagues and practitioners still pay respect to his findings.
Senge says that managers cannot know everything. In today's a so-called learning organization results will be determined by more on strong teams.

A learning organization is innovative and anticipates market developments through the strength of their culture. Continuous development in an organization is only possible if the management periodically  stimulates the internal organizational culture.

Numerous examples of the past show us that strategic and structural changes are often set far too low to implement. As a result, failures and problems start to pile up, and the only way to get the organization back on course is a fundamental reorganization.

A typical scenario that arises with a re-active leadership style is the “management brain-drain” effect: Competent leaders leave because they sense a possible debacle in an early stage while the middle management, "the oldies", remain. Those who stay loyal to the company are left with the strategic, structural and cultural changes. This multiplies the difficulty and so the results in these kinds of situations are often disappointing.

The solution is simple:
Like an evolutionary process, the organization needs to be able to grow step by step through self-development. An organization, where the culture is continuously anticipating the future and dynamically renewing itself, is a so-called learning organization.

While there are a small number of managers who do not agree with this conclusion, many recognize that a learning organization is an essential milestone that each organization should strive for.