Lessons learned process enables an organization to learn from its mistakes and successes. Thanks to this process an organization can reduce the risk of repeating mistakes and increase the chance that successes are repeated. This article aims to present the results of the research, especially, results of the process analysis of sharing lessons in the Czech Armed Forces. Based on the procedural deficiencies identification, benchmarking comparisons with lessons learned process of other organizations were carried out. The purpose of the benchmarking was to do away with the above mentioned deficiencies. To use benchmarking was beneficial from the point of view of a simplified model processing. The final part of the article introduces set of recommendation including the optimized model of the lessons learned process.
The Lessons Learned Process was introduced in the Czech Armed Forces in 2004. Since then the LL process has become a standard part of the command and control process as well as one of the tools generating input to abilities development of units, formations, and staffs at all levels. The LL process allows to learn from both own and others’ mistakes; it also allows to use the best general procedures in all functional areas of development and deployment of armed forces. Not only does the article describe achievements, it also focuses on barriers which impede the efficient development of the system and the LL process. The focus of the article lies in the LL process current state analysis; here the authors come to the conclusion that one of the main problems is that commanders misunderstand the LL process. Another obstacle is the way the identified LL are analysed at the strategic level of command. In the conclusion, recommendations describing the way the identified barriers can be overcome and thus ensure further process optimization are presented.
From a certain point of view, it can be said that leadership and management are two different things that go hand in hand and complement each other. A number of authors dealing with this issue have long tried to define the exact boundaries between these terms, which, however, may not be entirely beneficial. It is desirable rather to seek appropriate interconnection of both areas in order to ensure the continuous development of the organization. For this reason, the concepts of strategic management, strategic thinking and knowledge management have been clarified. It is possible to apply strategic leadership in the Czech Armed Forces in the right way only by assuming that these areas are used correctly. The aim of the article is to present the current leader profile at a strategic level under the Leadership laws, using the theory developed by major author John Calvin Maxwell. The article details the results of the questionnaire survey. The strong, average and weak areas of leadership capabilities of the organization's top management are clearly identified. In conclusion, the most important recommendations are proposed to improve the current situation.