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In an environment where companies are subject to a loss of professional knowledge, training is faced with a transformation of learning environments. Training systems and techniques, both formal and informal, reveal the difficulty of transmission owing to the tacit nature of the knowledge involved. Today, organizational intelligence is a variable quantity, with increased staff attrition (through retirement, resignations, and dismissals). How can it be defined? How can this concept be situated and operationalized in order to better understand its role in business? On the basis of an exploratory case study conducted within an international conglomerate in the industrial sector, we put forward a theoretical framework in progress, which aims to turn decisions into scientific problems, to render explicit the various factors in play, and to propose solutions. If “to understand is to invent” (Piaget, 1972), then organizational intelligence emerges through a stabilization of regular practices between organized actors. In this context, training assimilates new areas of professional knowledge through a specific approach that mobilizes a collective action of learning.