This article will examine the role experience-based learning, often referred to as lessons-learned procedures, play in military innovation. Such procedures are often based on a four-phase process: collection of data, analysis and identification of lessons, dissemination of the identified lessons to the entire or relevant parts of the organisation. This article will argue that these procedures poorly reflect how military organisations actually learn from their experiences. Based on organisation theory, the article will propose an alternative apporach to lessons-learned procedures in military organisations.
