We still know very little about the long-term learning patterns of organizations. Analysis tends to favor the more immediate factors over more distant ones. We focus on synchronic portrayals of the organization while ignoring diachronic representations. The model presented here analyzes changes in the state of the organization over time. It describes and investigates the totality of forces and actions that generate the organization's dynamic. It offers a speeded-up aging of the organization intended to bring out, over time, the counter-intuitive effects of decisions. Moreover, it endeavors to identify the “cost drivers” that contribute to increasing or shrinking the firm's profits. We have used the meta-model that we developed to derive an application model whose purpose is to reproduce the long-term life of an organization. Our simulation speeds up the aging of the organization, enabling us 1) to show the counter-intuitive effects of decisions over the long term versus the short term, and 2) to highlight the cost drivers that generate hidden costs. Through its decisions, the firm gives rise to its own factors of development and decline: its own actions eventually change both the organization's health and its properties.