This article introduces the action learning method invented by Revans, and later improved and formalized by Marquardt. This collective intelligence method appears highly operational and powerful in various organizational settings. It is increasingly practiced today not only in the Anglophone world but also in Asian countries. Among its many benefits, we emphasize the way in which this method offers an alternative approach to traditional hierarchical management. It brings about both a new form of collective reflection and learning within small groups. Action learning processes enable human potential to be more fully valorized, allowing it to respond very well to the aspirations of a growing number of employees, especially from the younger generation, who criticize traditional hierarchical management.