Feedback from companies forming a community of practice in Tasmania, Australia, is that there is a need for a framework for self-directed action learning within each organisation as well as across the action learning community. Senior management report that there is a 'falling away' after a facilitated action learning intervention concludes and, although the business improvements may be sustained, action learning does not penetrate beyond the area under focus. The Tasmanian Department of State Growth provided funding for BALT to develop a 'whole organisation' strategic approach to action learning; the Action Learning Organisation model. This Account of Practice describes the process for developing the Action Learning Organisation model, identifies barriers to implementation and attempts to address them in the model design.