The learning organisation: results of a benchmarking study

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Abstract
This paper is based on a survey which benchmarked two large conglomerates in the area of “corporate learning”. One of the problems with the theme of the learning organisation is clear understanding of its meaning, constituent elements, the way learning gets applied, is measured and can be kept sustainable. To ensure that learning is given an all‐encompassing approach, a model proposed by Carr (1994) was adapted and used to survey Unilever plc and Allied Domecq. Consumer focus through effective branding is core to their business, which could be described as more creative than productive. In both cases, the harnessing of human potential and its development is crucial to their competitive success. The survey indicates that Unilever plc has got the edge over Allied Domecq in many areas. The paper discusses the type of learning organisation each case is and the degree of their effectiveness in each of the six areas scrutinised.

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