The map room hums with servers and low voices. Coffee rings stain the edges of a thick after action report, its spine cracked from travel. “We captured the lesson,” the lieutenant says, “but it never became practice.” Heads nod around the table.
The lesson is there—buried in a PDF, referenced in a PowerPoint, archived in a SharePoint folder named after last year’s exercise. The official process is immaculate, but the next patrol leaves with what fits the tempo of the day: a briefing, a map, a hope not to repeat the mistake.
Why do high-stakes organisations struggle to learn from their mistakes?
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