A multi-national company is transforming into a learning organization. An experiment was launched to include Virtual Action Learning in the process of transformation. For that, a team will work together as Action Learning Set in order to define how Virtual Action Learning can be successfully and sustainably implemented, and furthermore, how processes and tools can support this implementation. This paper contains the case study itself as well as the aspect of democracy during this process. For that, two facets will be analysed: democracy in the organization and democracy in the set. While the democratic principles were obvious within the set, the members missed the support through organizational democracy. This could be a potential reason why the implementation of Virtual Action Learning was not successful in this company.