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Companies' success increasingly depends on their capacity to build skills, assure readiness of their talent pools, manage their knowledge, and foster understanding of their key objectives and a commitment to achieving them. There is widespread recognition that learning is key to strategy implementation and the organization's capacity to learn is a key competitive advantage. The reality, however, is that a significant gap exists in many organizations between the 'talk' and the 'walk' about the importance of strategic learning and the implementation in the field. Turning the operational objectives into a well-articulated learning strategy, linking it to execution, and developing a well-staffed structure for that within the organization remain a challenge. This case presents a variety of learning processes and tools drawn from five examples of highly successful organisations across different industries and businesses. It serves as a basis for participants to evaluate their own organization against emerging criteria of organizational learning. The case builds on the dilemma introduced in the case 'Luxor SA: From Professional to Managerial Leadership' which emphasizes the importance of helping people learn and adapt in order to handle organizational and market changes.