The key question of this paper is which components have to be considered when transforming an organisation into a learning organisation that attracts and retains the new generation of employees. To answer this question, a conceptual framework is developed, based on an extensive literature review. Additionally, the authors introduce how adidas, as one of the world’s top sports brands, is managing such a transformation. Data were gained from direct observations of the project on-site and expert meetings, as well as from analysis of internal company documents. This results in an extension of the conceptual framework by adding case specific characteristics. Hence, the purpose of this paper is to deliver a model that can be used as an orientation in today’s corporate environment to follow all steps of the learning transformation in proper sequence and to consider all relevant elements. One finding is that companies have to be aware of the demands of new learners, which needs to be a leading principle for companies that implement a learning transformation. In subsequent processes, the organisation has to create clear objectives, implement a suitable corporate culture and establish learning spaces, followed by launching and promoting all the various ways of learning.