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This case critically examines the power structure of contemporary learning organizations highlighting the dichotomy existing between the myth and reality of these organizations. The company in question, ABC Systems, is a knowledge management multinational having its main office at Nebraska, USA, and branch offices in Europe and Japan. The company deals with diverse clients such as hardware, manufacturing, and pharmaceutical companies providing services of business and technical writing, public relations, and website development. Anu Singh is an ambitious journalist in her late twenties. She is recruited by the branch office of ABC Systems in New Delhi, India, as a business editor. At the interview, she is given the company's policy guide. She is told by the MD and Finance Manager that the company believes in democracy, delegation of duties, open communication, and equal employee voice. Anu joins the company and soon finds out that things are different in reality. The case maps out Anu's situation in the organization. Her efforts at initiating and developing healthy employee communication get her fired from her job. The management feels that she has overstepped her bounds and is causing dissension among the employees. Anu now wonders where she went wrong.