”En individ lär så länge den lever, medan en organisation lever så länge den lär.”

Today's technological developments and the military's uses of them affect tomorrow's battlefield. This evolution requires that a military organization remains a developing and learning organization to enable them to take advantage of and protect themselves from tomorrow’s advancements. Max Visser in 2016 created the Organisational Learning Capability theory that specifically addresses non-profit and military organisations and serves as a guide to which a military organisation can be evaluated on its learning capabilities. The study examines the Swedish Army and its SUAV-division, regarding its learning capability according to Visser’s theory. A qualitative case study involving a text-analysis of the Swedish Army’s regulatory publications and an interview survey of SUAV-personnel was conducted. The study found that the Army’s publications fair well, and predominantly creates a productive learning cycle. The interview survey gave a worse result however and prevailing was a defensive learning cycle. Mutual areas of improvement for both the analysis and interviews are; aspects of openness to new ideas, experimentation, risk-taking and the utilisation of formal/informal networks within an organisational knowledge system.