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date: 22 January 2020

Abstract and Keywords

This chapter provides an overview of the Learning Company model, describing its evolution, key features, and its potential contribution to developing organizations with ambitions to do things that matter. After describing the ideas and materials created around the time of the fall of the Berlin Wall, this chapter considers the multiple criticisms of these ideas that have arisen since then. Following a brief review of changes in the wider world over that time, it considers evidence on the question of whether the Learning Company is still alive or not. Given the seriousness of the problems now facing humanity, pre-eminently that of planetary climate change, it concludes that new concepts are needed to replace models based on ideologies of competitive advantage. A call is made for new organizational visions that go beyond sustainable development to embrace a regenerative purpose that aims to benefit the widest range of social and ecological stakeholders.

Keywords: learning company, learning organization, organizational learning, wicked problems, regenerative, sustainability, climate change

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