SDG&E exemplifies what noted author, researcher, and professor Peter Senge describes as a "Learning Organization." This case study examines in-depth how the utility's smart meter deployment and outreach affected their traditional business processes and how they involved customers and stakeholders to co-design new products, programs, and systems. In a disciplined yet responsive framework, the organization tries new approaches and makes timely adjustments based on what they learn from their experiences. SDG&E is executing a strategic and customer-centric product marketing process as well as being responsive enough to prototype customer programs in the field. This case study examines the role that a learning culture plays in allowing a large, mature company to innovate.