This chapter explores a concept that explicitly considers learning in the strategy execution process, taking into account associated knowledge and experience accumulation dynamics. It focuses on spontaneous learning, which arises from human interactions whether participants like it or not and often goes unnoticed. Management should take spontaneous learning into account and promote positive learning to ensure that future interaction-based executions improve over time and enhance the firm’s overall performance. Spontaneous learning becomes a significant phenomenon that complements the customary understanding of general management roles and responsibilities. In particular, it helps to conceptualize the functions of strategizing, organizing and renewal, in which dynamics learning and specifically spontaneous learning processes are highly relevant. Firms spontaneously create and destroy other kinds of value, whether they realize it or not, due to the simple fact that their operations require people to interact both within and outside the organization: with customers, other firms and society in general.