This account of practice is based on a French pharmaceutical company in China that faced the challenge of transforming its business model in an era of dramatic external changes. By introducing the methodology and practice of action learning, it brought value and results to business development, talent reserves, and knowledge management, which developed middle and senior managers and frontline employees whilst helping the organization adapt to change and be able to respond to future challenges .The project designer, and practitioner of action learning, Cheng Xunli, and Christine Abbott who acted as advisor to the project, share how this was achieved.