There is no more reverent military tradition than a healthy scepticism about new ideas. But such scepticism must be accompanied by openness to new information that can lead us to change. In the case of strategic leaders, create the conditions for which these discoveries can occur. (Dougherty, 2018) The development of the Swedish Armed Forces and the Swedish army is focused and prioritized towards creating operational effect. This places great demands on the collaboration of different organizations, where strategic access and operational capability are sought. Equipment development is partly in focus, but the coordination of the process is the most important thing. Equipment development is a complex area where the organization (Swedish armed forces and the Swedish army) is today and has been undergoing major reform for a long time. Thereby, different units, staffs and needs have been prioritized and created different perspectives, cultural norms, on what equipmentdevelopment is. During the internationalization (Silfverskiöld, 2017), 2005-2019, the development process of the Swedish Armed Forces has thus, as we see it, been governed by a bottom-up perspective with a decentralized management. In the event of a the shift again to national defence, this has created a disorder in processes and a lack of common methods, so that materiel projects have had to live and work without connection to each other. A withdrawal is required.   The study has explored equipmentdevelopment within the army, its perspective, organization, processes and methods in order to create an understanding of where its differences lie and what drifts and obstacles exist. The study is a socialscience qualitative study with a methodological inductive approach, where respondents from the Land Warfare School's developmentunit have formed a selectiongroup to capture a cross-section of the army's developmentofficers. The purpose of this was to create a depth and obtain nuances from those who work in equipment development, instead of measuring projects. The study did not cover all functional schools and leading levels in the Swedish armed forces and the Swedish army.  The study is based on the scientific field of military innovation. The study was conducted as an exploratory study and through Bolman & Deals Four frame model, Mintzberg's five sector logo and Ingelstam's perspective on sociotechnical systems carried out an analysis, based on perspectives on organization, personnel, management and coordination, as well as processes and methods. The empirical data in the survey have been obtained through interviews, official documents and articles.    The results of the study demonstrate a model that explains what influences and what internal relationships exist, as equipmentdevelopment is complex and based on integration of systems, people, methods and technology. The model is our description based on the selectiongroup and the areas in which they work. Our model describes that perspective impact is fundamental and that equipmentdevelopment has drifts and elements that in an interaction either enable or limit the operational effect.    The Swedish armed forces and the Swedish army are the ones who decide what the organization with its processes and methods should focus on, where our view is with units in focus. We believe this requires simplicity and clarity with a top-down perspective. We see coordination as the opportunity to structure operations in the short term and in the longer term, certain production- units should receive a mandate within a given framework for the level of equipment- development. A doubleacting process, top-down and bottom-up, need to be described. A common basic view is thus crucial.

Utvecklingen av yrkesofficersutbildningen, och de militära skolorna, är ständigt pågående för att möta Försvarsmaktens föränderliga behov. De senaste åren har förändringen skett i snabb takt och i stor omfattning. Utvecklingen av ett flerbefälssystem, en insatsorganisation med anställda soldater och akademiseringen av officersutbildningen har inte minst bidragit till denna utveckling och förändring. När många förändringar sker samtidigt kan det vara svårt att hålla ihop helheten och få alla delar att samspela för att uppnå en högre effekt. Vi har i denna studie studerat de nya yrkesofficerarnas arbetssituation, samt markstridsförbandens förutsättningar för att ge de nya kollegorna en gynnsam start på sin karriär. Vi har valt ett arbetsgivarperspektiv för vår studie, då vi uppfattar att det perspektivet saknas, i ett annars ganska välstuderat område. Vår förhoppning är att studien kan bidra i det fortsatta utvecklingsarbetet med Försvarsmaktens organisation, arbetsmetoder och styrdokument. Vår övergripande slutsats är att rådande omständigheter, huvudsakligen personalbristen, gör det mycket svårt för förband och chefer att följa Försvarsmaktens inriktande styrdokument och tillgodose de nya yrkesofficerarnas fortsatta behov av handledning och kompetensutveckling. / The development of the military educational system, and the military schools, is constantly ongoing to meet the changing needs of the Swedish Armed Forces. In recent years, the change has taken place at a rapid pace and to a large extent. A new rank system with officers and NCO’s has been launched, a new organization with employed soldiers have been implemented and the introduction of officers with a bachelor’s degree in military science have all contributed in a really big way to this development and change. When many changes occur at the same time, it can be difficult to keep the whole together and have all parts interact to achieve a higher effect. In this study we have studied the work situation of the new officers and NCOs, and the conditions, for the ground combat units, to give the new colleagues a favorable start to their career. We chose an employer perspective for our study, since that was the perspective we saw was missing, in this otherwise well studied area.  Our intention with the study is to be able to contribute in the continued development work within the Swedish Armed Forces organization and guiding documents. Our overall conclusion is that the prevailing circumstances, such as staff shortages, make it very difficult for the units and managers to follow the Swedish Armed Forces guiding documents and meet the new officers' and NCO’s continuing need for guidance and skills acquisition.