Learning Under Fire: How NATO Militaries—and Others—Can Adapt Faster 

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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Image of seaweed coffee cup lid

Leading the Change: How Corporate Leadership Drives Eco-Innovation

Imagine a startup that creates edible packaging made from seaweed. You buy a takeaway coffee, and instead of a plastic lid, it’s sealed with a biodegradable, tasteless seaweed film (Product innovation). You can toss it in the compost—or eat it.

Now scale that up: this packaging replaces millions of plastic wrappers in supermarkets. It dissolves in water, leaves no microplastics, and is made from a fast-growing, carbon-sequestering marine plant (Process innovation). The company partners with coastal communities to harvest seaweed sustainably, creating jobs and restoring marine ecosystems (Social impact).

This is eco-innovation in action.

It’s not just clever—it’s transformative.

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