The dramatic rise in popularity of action learning (AL) over recent years has provided opportunity and impetus for various applications of this approach to be developed and tested in practice. This article describes one organisation's experience of AL, demonstrating that it can be effective in terms of stimulating and supporting reflective practice at individual and organisational levels. The article also argues that AL is best conceived as an overarching approach rather than a specific methodology, capable of embracing a variety of models, each contributing to sustainable development of both individuals and organisations. Finally, the writer concludes that the success of AL in any specific context is influenced critically by a variety of individual and organisational cultural factors. Action recommendations are included at the end, taking these factors into account and providing foundational principles for others engaged in this approach. (Contains 3 tables and 4 notes.)