In reply to Mirjam.

I have designed and developed training for military personnel, such as helicopter pilots. I know how important it is. But the military has the luxury of coupling this with collective training (informal & social). Non-military organizations do not. Training is just a small part of the equation. There are many good ways to do it. Simulation is the best. I developed flight simulation training. I also participated in many NATO war game simulations.

Over the past 75 years, civilian organizations have imitated the military approach to 'individual' training, but have failed to see that it requires 'collective' training to make an organization perform. Military units only perform after they have learned to work together. They also keep learning, as my Regiment did: http://jarche.com/2006/07/learning-through-storytelling-with-the-ppcli/

More: http://jarche.com/2015/02/from-training-to-social-learning/

When I arrived at my first operational unit, after one year of infantry officer training, I was told to forget most of what I had learned, as I would learn how to do things correctly now. I would now learn informally, through games, and simulations. I would also learn socially, working with my fellow soldiers. The military calls this collective training. It is not run by training specialists, but rather the operational staff. The civilian equivalent would be that the lines of business, rather than HR or L&D, would develop all training inside an organization. The military understands that collective training, which fosters social bonding, is necessary for the complexity and chaos of battle.