There are two types or levels of organizational learning at Telstra:
The prospect of change: It refers to the adapter function of learning in Telstra based on the capacity for change and transformation. The scenario at this company is changing rapidly due to the introduction of NBN. Thus, the employees need to change and adapt to the changing organizational culture and other aspects of the company.
The perspective of knowledge: This refers to changes in the organization that has been generated by knowledge and lifelong learning. The IT department is not functioning the way it should be and the cost base of Telstra is very high. The customer support and general service is getting weaker due to the faltering and malfunctioning knowledge base. As with the intellectual capital, proper management of organizational learning in this company will give it a competitive advantage (Brooking, 1996).