In this chapter, the author argues that specific people need to play particular roles in making it happen. These people may be all from personnel/HR departments, but this is seldom the case. Strategic learning, the development of learning businesses and the operation of self managed learning does not just happen by saying it ought to. Yet much of the literature on learning organizations and cultural change seems implicitly to assume that change will happen because someone says it should. It is worth emphasizing that there are three aspects to the theorist role. Theory creating may be, in its full-blooded sense, relatively rare. The learning designer role is often written about, but seldom analysed. Some of those who have commented on it usefully include R. Garratt, R. Harrison and J. Morris. Fronting has tended to be seen as the glamorous side of managing and back-up has been largely ignored in the literature.