IntroductionIn today's world, continuous improvement and learning have become part of everyone's life. In particular, professionals working in an organization constantly need to refresh their knowledge base, in order to remain relevant over time. Organizations are also aware of this need, which is why they continually strive to create an environment where an employee or member of that organization can continue to learn and enable their transformation through knowledge enhancement. Such an organization that facilitates such an environment is called a learning organization. The concept of a learning organization was born out of the simple need to tackle an ever-increasing competitive market and struggle to stay relevant with advancement. Therefore, the organization transforms into a learning organization more out of the need to face other competitors or organizations and compete with them on equal terms in an extremely volatile business environment. The concept of the learning organization was primarily coined by the research of Peter Senge and his colleagues (Senge, 1991). The central idea behind this concept is to enable an organization to move towards an interconnected thought process, thereby enabling an organization to work more like a community in which an employee can feel engaged. And it is assumed that an employee works harder and is more productive when engaged in an organization. Need for a learning organization No organization automatically becomes a learning organization. There are several underlying factors that trigger subtle changes over time in a normal organization, ultimately moving them towards a learning organization. Over time, a specific organization tends to place itself in the middle of the paper market. Most importantly, learning organizations are not only about being productive and efficient, but one of the major impacts they create on their employees and those involved is the improvement of decision-making and judgment skills (Simonin , 1997). A well-informed and aware employee will have a high probability of making a correct and logical decision compared to one who stuck to a conventional thought process. Interestingly, key resources and managers know very well how to make an organization learn, but they sometimes have no idea about creating a framework through which they can encourage a learning organization. This challenge highlights the central question that must always be considered before embarking on the journey of creating an organization whose learning environment is strongly rooted in the logical and solid foundations of the organization..