Post-Battle Analysis‭ ‬Key lessons learned

Throughout history‭, ‬learning‭, ‬analysing‭, ‬and extracting lessons from past experiences have been integral to societal progress‭. ‬Humanity has continually sought to refine what has worked and identify alternatives for failure‭, ‬whether through systematic methods or intuitive thinking‭. ‬The rapid advancements of the 21st century—especially in technology‭, ‬data accumulation‭, ‬and the swift flow of information—have placed societies in a race for survival‭. ‬The victors in this race are those who can learn and adapt faster‭. ‬As a result‭, ‬learning and extracting information has become essential for any organisation that seeks not just to survive‭, ‬but to thrive—an approach aligned with Darwin’s principle of‭ “‬survival of the fittest‭.”‬

Organisations are driven to learn and improve for two primary reasons‭: ‬first‭, ‬to avoid past mistakes‭, ‬and second‭, ‬to achieve greater success from the outset‭. ‬This process builds confidence in employees‭, ‬enhances their ability to recover from failure‭, ‬and fosters institutional excellence‭. ‬

In recent years‭, ‬there has been a growing emphasis on applying organisational learning and feedback principles‭, ‬particularly within public sector institutions‭, ‬to improve services and strategic outcomes‭. ‬Military institutions have been at the forefront of‭ ‬these developments‭, ‬having established formal military learning processes throughout history‭. ‬

Since the 1980s‭, ‬technological and conceptual advancements in organisational learning have encouraged the creation of structured‭ ‬and continuous learning systems within the military‭, ‬now commonly referred to as‭ ‬“lessons learned”‭ ‬programmes‭. ‬These systems have been greatly developed during military campaigns in Iraq and Afghanistan‭. ‬

As former US Marine Corps General James Mattis stated‭, “‬There is no reason to send troops into combat and have them killed when‭ ‬a lesson learned just a month earlier can be sent to a commander who can use it for training‭.”‬

The military’s lessons-learned programmes exist to enhance readiness and improve combat capability by leveraging the experiences‭ ‬of commanders and soldiers‭. ‬A validated lesson learned offers evaluative insights that lead to improvements in military operations or activities at the strategic‭, ‬operational‭, ‬or tactical levels‭.‬

The Concept of Lessons Learned‭:‬

Lessons learned are experiences drawn from previous activities that should be actively considered in future actions and behaviours‭. ‬According to NASA‭, ‬a lesson learned is‭ “‬knowledge or understanding gained from experience‭,” ‬which could be positive‭, ‬as in a‭ ‬successful test or mission‭, ‬or negative‭, ‬such as an unfortunate incident or failure‭. ‬The lesson must be significant in its real‭ ‬or potential impact on operations‭, ‬factually and technically accurate‭, ‬and applicable in its ability to identify a design‭, ‬process‭, ‬or decision that reduces the likelihood of failure or enhances a positive outcome‭. ‬

Similarly‭, ‬the Organisation for Economic Co-operation and Development’s‭ (‬OECD‭) ‬Assistance Committee defines lessons learned as‭ “‬findings based on evaluation experiences from projects‭, ‬programmes‭, ‬or policies that are stripped of specific circumstances and‭ ‬broadened to apply to wider situations‭.” ‬

Often‭, ‬lessons learned highlight strengths or weaknesses in planning‭, ‬design‭, ‬and execution‭, ‬which affect performance‭, ‬outcomes‭,‬‭ ‬and impact‭. ‬

In the military context‭, ‬conducting post-action analyses and extracting lessons learned after operations‭ (‬whether combat or training‭) ‬requires commanders to extend the standard review of lessons post-action‭. ‬This may involve event reconstruction or having‭ ‬individuals present their roles and perceptions of the event‭, ‬depending on the situation and the time available‭.‬

Since 1985‭, ‬the US Army’s Center for Army Lessons Learned‭ (‬CALL‭) ‬has overseen the military’s lessons learned programme‭, ‬identifying‭, ‬analysing‭, ‬publishing‭, ‬and archiving key lessons and best practices‭. ‬To enhance the ability to learn from experiences within the military‭, ‬various data collection methods are employed‭ (‬followed by analysis‭, ‬dissemination‭, ‬and archiving‭). ‬

Based on the data collected‭, ‬the sequence of events is reconstructed‭. ‬This process typically involves after-action reviews‭, ‬in-depth individual and group interviews‭, ‬and regular examination of relevant documents‭, ‬such as operational orders‭, ‬logs‭, ‬and aerial photos‭. ‬However‭, ‬some tactical decision-making processes cannot always be easily reconstructed based on collected information‭ ‬alone‭. ‬

Learning from the Past‭: 

The concept of lessons learned‭, ‬or learning from experience‭, ‬often referred to as post-battle analysis‭, ‬is widely used to describe the people‭, ‬processes‭, ‬and activities involved in improving outcomes by reflecting on past experiences‭. ‬In any organisation‭, ‬the principle behind lessons learned is that a formal approach to learning can help individuals and the organisation as a whole‭ ‬reduce the risk of repeating past mistakes while increasing the likelihood of repeating successes‭. ‬

In the military‭, ‬lessons learned are an essential part of an organisation’s credibility‭, ‬capability‭, ‬and adaptability in warfare‭. ‬By focusing on reducing operational risks‭, ‬increasing cost efficiency‭, ‬and enhancing operational effectiveness‭, ‬lessons learned contribute to the constant evolution of military tactics and strategies‭.‬‭ ‬These insights can be drawn from a range of activities‭, ‬including operations‭, ‬exercises‭, ‬training sessions‭, ‬and even routine daily events‭.‬

Traditionally‭, ‬lessons-learned programmes have been used to improve organisational performance and have typically been‭ “‬commander-led‭” ‬initiatives—tools employed by leadership in a top-down approach‭. ‬However‭, ‬there is another equally important aspect often overlooked‭: ‬bottom‭-‬up organisational learning‭. ‬

This approach encourages the sharing of information about common problems and solutions across a community of practice‭, ‬enabling‭ ‬the broader organisation to learn from each other’s experiences‭. ‬The aim is to avoid wasting resources and prevent the repetition of the same mistakes‭.‬

The US military‭, ‬with its various services‭, ‬personnel‭, ‬and support agencies‭, ‬fits the model of a large‭, ‬complex organisation with numerous sub-organisations‭. ‬Within this large and diverse structure‭, ‬leaders instinctively strive to ensure that those under their command learn from past mistakes to avoid repeating them‭, ‬while also seeking out best practices to gain an edge over potential adversaries‭.‬

‭ ‬In this sense‭, ‬commander-led lessons-learned programmes have existed since the earliest days of organised conflict‭. ‬However‭, ‬sharing failures within a military environment—where hierarchy is deeply ingrained‭, ‬and competitiveness is high—does not come naturally‭. ‬Military organisations often struggle to openly share failures for collective learning‭. ‬Yet in a dynamic environment characterised by evolving threats and tight financial constraints‭, ‬striking a balance between the need for commander-led programmes and the timely sharing of knowledge across the institution is critical‭. ‬

The US Marine Corps Lessons Learned Centre plays a pivotal role in this process by collecting‭, ‬analysing‭, ‬publishing‭, ‬and archiving a wide range of lessons learned materials‭. ‬These include observations‭, ‬insights‭, ‬trends‭, ‬and post-operation and post-training reports‭. ‬The centre’s work supports both training and operational planning‭, ‬as well as the broader process of developing combat capabilities‭. ‬

Its primary focus is on tactics‭, ‬techniques‭, ‬and procedures that are of immediate relevance to operational forces‭, ‬helping to identify gaps and best practices‭. ‬The centre also recommends solutions based on key military doctrines‭, ‬including strategy‭, ‬organisation‭, ‬training‭, ‬equipment‭, ‬leadership‭, ‬personnel‭, ‬and facilities‭. ‬By doing so‭, ‬the Marine Corps Lessons Learned Centre enhances the preparedness and combat effectiveness of the entire force‭. ‬

Best Combat Practices‭:‬

The US Army’s Centre for Army Lessons Learned‭ (‬CALL‭) ‬leads the programme for collecting‭, ‬analysing‭, ‬and disseminating lessons learned to fill capability gaps‭, ‬enhance readiness‭, ‬and support operational updates‭. ‬

To accomplish this‭, ‬the Army’s annual plan involves gathering lessons from tactical to strategic levels‭, ‬analysing root causes‭, ‬identifying trends‭, ‬and coordinating with stakeholders in the lessons learned community before developing products‭. ‬These multimedia-based products are shared through various print and electronic formats and stored in a central repository—an online shared lessons-learned information system‭. ‬

As emerging issues are identified‭, ‬CALL integrates these into the Army Lessons Learned Forum to facilitate continuous development‭, ‬improvement‭, ‬and adaptation with both material and non-material solutions‭. ‬Recently‭, ‬CALL launched the Best Practices Initiative to help improve the Army by increasing the submission of best practices from soldiers and units‭, ‬and sharing this information with the broader force‭. ‬

Soldiers can submit their individual or collective best practices‭. ‬The Army defines best practices as changes in how tasks are performed that improve individual‭, ‬unit‭, ‬or organisational performance‭, ‬even if these changes have not been fully implemented across the entire force‭.‬

Additionally‭, ‬CALL is responsible for reviewing and disseminating best practices‭, ‬and this responsibility falls under the Army Training and Doctrine Command’s Centre of Excellence‭. ‬Analysts at CALL review the submitted best practices through an online platform before publication‭. ‬This review process may involve dialogue between the analyst‭, ‬the author‭, ‬and/or the unit to ensure the‭ ‬proposed practices are sound and can be replicated in similar units‭. ‬The director of Lessons Learned for the US Army sees the initiative as a natural progression of the work already being done‭. “‬We know that soldiers and units are agile and adaptable‭. ‬Our‭ ‬soldiers come up with great ideas to solve problems or improve how they perform their jobs‭, ‬whether in the field or a deployed‭ ‬environment‭,” ‬the director explains‭. ‬CALL collects lessons and best practices daily and continues to share this information as part of an official process‭. ‬The aim is to create a more responsive mechanism for soldiers to provide direct input and share their ideas quickly across the force‭. ‬A historical example of best practices dates back to World War II‭, ‬following the Normandy invasion‭. ‬The US forces encountered the physical challenge of the French bocage—thick hedgerows that were nearly impossible to penetrate‭. ‬

The Nazis used these natural barriers as cover and defences‭, ‬rendering them nearly impenetrable to US tanks without exposing them to enemy fire‭. ‬The stalemate persisted until a young cavalry scout officer suggested attaching makeshift prongs to the front of the tanks‭, ‬allowing them to cut through the hedgerows and advance‭. ‬

More recently‭, ‬an example of best practices in action can be seen in the development of devices to counter improvised explosive‭ ‬devices‭ (‬IEDs‭) ‬during operations in Iraq‭. ‬Soldiers in a forward support battalion designed a device to defeat infrared-triggered‭ ‬IEDs‭.‬

Additionally‭, ‬input from soldiers led to modifications in Mine Resistant Ambush Protected‭ (‬MRAP‭) ‬vehicles‭, ‬ultimately saving lives and improving mobility‭. ‬Brigadier General James J‭. ‬Mingus remarked‭, “‬We know that innovation and best practices usually come‭ ‬from the lowest levels‭. ‬This programme gives soldiers the opportunity to share their ideas with others‭. ‬These ideas ultimately help the Army train and execute more effectively‭.” ‬To highlight the individual soldier and unit initiative and enhance the sharing of best practices across the Army‭, ‬CALL recognises outstanding field submissions quarterly‭, ‬awarding units and individuals with certificates of achievement‭. ‬These certificates may earn promotion points for qualified specialists and sergeants‭.‬

Moreover‭, ‬CALL leads change by identifying‭, ‬collecting‭, ‬analysing‭, ‬publishing‭, ‬and archiving lessons and best practices while maintaining global situational awareness to facilitate knowledge exchange‭. ‬This enables the Army and its partners to adapt and remain competitive in modern warfare‭.‬

NATO and Lessons Learned‭:‬

Lessons learned play a fundamental role in NATO’s military operations‭, ‬enhancing credibility‭, ‬capability‭, ‬and adaptability in combat and war development‭. ‬Insights can be drawn from any activity‭, ‬such as operations‭, ‬exercises‭, ‬training‭, ‬and daily events‭. ‬According to NATO’s Joint Operations Doctrine‭, “‬The purpose of the lessons learned process is to learn efficiently from experience‭ ‬and provide validated justification to modify current methods of operation to improve performance‭.” ‬NATO defines its lessons-learned capability as a process that provides commanders with the structure‭, ‬tools‭, ‬and methods to capture‭, ‬analyse‭, ‬and act upon‭ ‬any issue‭, ‬communicating and sharing results to foster improvement‭. ‬The aim is to learn from experience efficiently and provide‭ ‬sound reasons for modifying current procedures to enhance operational performance in future missions‭.‬

NATO’s lessons-learned capability comprises several key elements‭: ‬leadership‭, ‬mindset‭, ‬structure‭ (‬such as lessons learned by staff officers‭), ‬processes‭, ‬tools‭, ‬training‭, ‬and information sharing‭. ‬For the alliance to succeed as a learning organisation‭, ‬it must have a robust and effective lessons-learned capability‭. ‬This involves having the right structure‭, ‬processes‭, ‬tools‭, ‬and training to capture‭, ‬analyse‭, ‬and implement corrective actions on any issues‭, ‬and to share the results for continual improvement‭. ‬Equally important is fostering the right mindset across the alliance to ensure that issues are captured and addressed through a formalised lessons-learned process‭. ‬True organisational learning only occurs when leadership prioritises the lessons learned activities and follows up with their personnel to ensure that the institution is‭, ‬in fact‭, ‬learning‭.‬

The lessons learned capability allows militaries to significantly improve their ability to translate localised adaptations made‭ ‬by forces in deployment into broader organisational innovation and learning‭. ‬However‭, ‬lessons-learned processes within many NATO‭ ‬member states are still developing‭, ‬and they vary in their institutional structures and effectiveness in realigning military operations with the campaign and operational requirements‭.‬

Lessons Learned from the Russia-Ukraine War‭:‬

In a research project titled Key Findings and Lessons Learned from the Russia-Ukraine War conducted by researchers from the US Army War College in 2024‭, ‬seven key lessons were identified‭. ‬These cover doctrinal‭, ‬operational‭, ‬technological‭, ‬strategic‭, ‬and political issues related to the war‭. ‬The Russia-Ukraine conflict offers critical insights into how future conflicts may be influenced by the abundance of digital information and the maturation of artificial intelligence‭ (‬AI‭).‬

For US Army intelligence‭, ‬one of the central aspects of this conflict is the emergence of a commercial intelligence-like service‭ ‬system‭. ‬Companies like Palantir‭, ‬Planet Labs‭, ‬BlackSky Technology‭, ‬and Clearview AI are driving this system forward‭. ‬Ukraine has embraced these actors and is leveraging the potential of their services to manage the growing volumes of information‭. ‬AI is a‭ ‬crucial area of development‭, ‬with applications in targeting‭, ‬battle tracking‭, ‬voice recognition‭, ‬translation‭, ‬data management‭, ‬autonomous aviation‭, ‬disinformation countermeasures‭, ‬and cybersecurity‭.‬

The study highlights four key implications for US forces‭:‬

Technological Trends in Military Operations‭: ‬The Russia-Ukraine war underscores the importance of technological trends shaping the operational environment‭. ‬Even if the US Army intelligence apparatus does not adopt them‭, ‬these technologies are available to‭ ‬allies‭, ‬partners‭, ‬and adversaries‭.‬

Integration of Sensors‭: ‬The war illustrates how sensors can be integrated at both tactical and operational levels as part of a continuous and flexible collection network‭.‬

Utilisation of Open-Source Information‭: ‬The conflict highlights how the US Army can benefit from unclassified information sources to enhance integration with allies and partners‭.‬

Diversity of Open-Source Information‭: ‬The diversity of unclassified information sources improves intelligence analysis‭, ‬spurs innovation‭, ‬and helps forge connections with both local and foreign audiences‭. ‬●

‮»‬‭ ‬By‭: ‬Retired Colonel Eng‭. ‬Khaled Al-Ananzah‭ ‬‭(‬Advisor and Trainer in Environmental and Occupational Safety‭)‬

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