This case occurred in an Australian university during 2001. The university was redefining its strategic direction, and identified the transformation of all its degree programmes from a traditional contentbased curriculum to one leading to the development of graduate capability outcomes as a key priority. The Business faculty chose a new Bachelor of Commerce as the first capability-based programme to be developed. The authors led a team made up of staff from each school that contributed to the new programme, staff from the library and other support areas and a university expert, Ian, who had contributed extensively to theorizing the idea of a capability-based curriculum. None of the team had any practical experience in designing a programme based on this innovative concept, so they decided that an action learning model provided the best approach.