There are several studies showing the importance of having a well-functioning learning organization and history is full of examples demonstrating what failures or successes can lead to. Therefore, the emphasis of this thesis is to implement Visser´s theory regarding capability and battlefield performance and apply this and measure to which extension the Swedish 2nd Amphibious Battalion utilized organizational learning. The method used in this thesis is a case study consisting of interviews with officers, ranging from platoon to battalion. Results show that the 2nd Amphibious Battalion had an overall productive learning cycle in higher echelons but with deviation regarding lower echelons. Deviation was most prominent concerning learning capability in lower echelons regarding a systematic procedure towards systems to capture and share learning from as well as communications between individuals and higher echelons concerning development orientation and collaboration. 2nd Amphibious Battalion exhibits a decentralized leadership which enables participative decision making. Furthermore, the battalion shows a comprehensive change towards a higher degree of error openness, but with deviation regarding lower echelons.