Organisations as Schools for it's employees

Most organisations that I have seen (or heard about in first person experience) do not have a robust employee development program. I maintain the proposition that it is the responsibility of each organisation to cater to the career development of it's employees - it's more like an extension of the guiding philosophy of an educational institution. A true school should progressively look at moulding it's students, provide an environment conducive to reflection and learning and drive the students to realise their inner potential. To say that corporate organisations would do well to adopt this philosophy might sound a bit far fetched, but let us examine the idea bit more before completely rejecting it.
In the knowledge industry space there cannot be an argument on the fact that the cerebral power of an organisation's employees is the only true value proposition. People make the difference - people can break or make projects or products. The most fascinating aspect about human potential is that it's limitless - the depth that the human mind and brain fathoms, the ideas that originate from it and the power of human initiative, will and enterprise makes it may be the world's most valuable renewable resource! And the best part is that your employees do not depreciate, rather they appreciate with age and experience. The Law of Scarcity is one of the fundamental principles of economics - the value of an item is directly proportional to it's scarcity - human potential describes the extreme case of the Law of Scarcity where there is only a single unit of the product available in market - each of your employee is unique.
But how many organisations realise this fact and put a premium on the realisation and development of it's most valuable limitless resource?. Think of the possibilities - if you provide an environment that is conducive to the creative growth of your employees you could have an organisation that continuously reinvents itself and ride on the enterprise and human potential of your employees.
Another analogy is that to gardening. The intent of a gardener might be to make money selling the produce of his garden, but the only way he can do that is to attend to the flowers in his garden, nurture them, provide them with the best conditions for growth and reap the benefit. This is exactly what organisations in the knowledge space need to do. (I need to point out here that the Indian IT company MindTree's chief executive is called a Gardener!).
So it is my staunch belief that the adoption of a philosophy similar to educational institutions will only benefit corporate organisations. We need organisations that put a premium on moulding the thought and potential of it's employees. I believe that organisations are still obsessed with Customers and Processes while forgetting that the presence of motivated and driven employees are prerequisites to both of these measures. I urge you to just reflect on one thought - human potential that is limitless, renewable, appreciating and indomitable - what else matches up to it?