This study considers learning organizations as the basic model of sustainable development in a competitive global environment marked by rapid changes. As human history follows a cumulative transformation path, organizations seek new structures to adapt. Since the Industrial Revolution, organizations have struggled to respond to rapidly changing technological and social conditions; traditional response models are no longer sufficient. In this context, it is essential to see change as a multifaceted learning process, not just a structural disruption. Peter Senge's five disciplines - systems thinking, personal mastery, mental models, shared vision, and team learning - form the basic building blocks of the learning organization. The paper discusses how learning organizations should be structured with an organizational development perspective, how to move from a teaching-oriented to a learning-based mindset transformation, and how cognitive barriers such as “perspective distortion” can be overcome in this transformation. As a result, learning organizations are presented as a strategic development model that shapes change rather than manages it.