In today’s business environments characterized by rapid change and pervasive uncertainty, organizational success is closely related not only to current performance levels but also to the extent to which organizations can learn from their mistakes in an effective and sustainable manner. Particularly in an increasingly competitive context, digital transformation and environmental uncertainties require organizations to approach errors not as unavoidable risk factors but as natural components of learning and development processes. In this regard, systematically analyzing, sharing, and transforming errors into learning outcomes-rather than concealing or penalizing them-offers a significant opportunity for both individual and organizational development. Theoretical considerations indicate that in organizations where a strong error management approach prevails, employees’ agility capabilities tend to develop more strongly. Conversely, in structures characterized by individuals with high learning agility, the process of learning from errors becomes more planned, systematic, and institutionalized. This dynamic contributes to employees’ ability to adapt more quickly to new situations, develop diverse perspectives, and generate flexible solutions in the face of uncertainty. The reciprocal interaction between error culture and learning agility not only enhances organizations’ capacity to adapt to change but also supports the emergence of innovative practices, thereby laying the groundwork for sustaining competitive advantage in the long term. In particular, organizational climates that encourage learning and position errors as tools for development contribute to the strengthening of agile employee profiles and, in turn, enhance organizational resilience. In this context, the present study emphasizes that addressing error culture and learning agility jointly constitutes a fundamental requirement for strengthening organizations’ sustainable success and strategic alignment capabilities in the modern business world.