Continuous researching, inquiry and learning represent the basis for improvement in contemporary business. This implies the importance to understand the alignment process of the system functioning, redesigning mental models, and learning about them. The learning organization can therefore be determined as an organization that is continuously reestablishing systems for knowledge acquisition and sharing, where the process of learning is valued as a continuous and strategically determined, resulting in changes in knowledge, beliefs and behavior, which help enhance the organization’s capacity for innovation and development. The implementation of the learning system concept implies changes in the corporate interaction system in terms of the changes in the power distribution, human resource management, compensation politics, culture, leadership, communication and so on. The learning company is such an organization in which the processes of organizational learning and development are continuously in progress, based on the synergistic interaction between the learning process and the development of potentials of all corporate members, but also members of other companies and organizations which with a company concludes various forms of collaboration, with the overall aim of continuous and conscious transformation of individuals, company and the environment. This defining approach binds two levels: individual and organizational and highlights their inseparability and interdependence. The contemporary business excellence can be described as the continuous aspiration towards accomplishing the highest standards in accordance with customer requirements and resources available. Such inclination requires a framework for selfrenewal that would enable continuous adjustment to the environment in terms of innovation. Such sustainable framework represents the learning company concept. According to this concept the management components need to be transformed in a specific way to accomplish the goal of continuous self—renewal based on the learning process. The characteristics of the learning company components represent the features that are imminent to human potentials, since they can be identified as the principal agents of change and value creation. When human potentials i.e. employees embrace the learning company component characteristics as their own, they gain the value features. Therefore all management components transformed according to the learning company concept guidelines can be regarded as values and represent the value system of the learning company. Such values represent the basic standard for employees to act and accomplish common goals. The value system concept provides a holistic overview of learning company variables, which render a high degree of connectedness and interdependence. Even though each variable can be viewed individually, its consistency serves as a reinforcing factor on other variables, which indicates that it is necessary and important to continuously induce changes on all variables in terms of their improvement. For that matter, the purpose of the value system is not in preservation of an existing system, but in a development of a more meaningful cooperation of all members in the company and the environment in order to achieve new development potentials of the society as a whole. The learning company value system should therefore be approached as a model for organizational development, and its components considered in development and time perspective.