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Research on military innovation is dominated by two perspectives: one that views innovation as inherently positive, and another that emphasizes how military culture can inhibit change. This study examines the role of military culture in shaping failed innovation through the case of the Swedish Army’s implementation of a new command and control system, LSS M. Drawing on Ångström’s ARCH framework, the analysis explores how collective knowledge ideals influence decision-making, limit reflection, and marginalize criticism. The research applies a deductive qualitative content analysis of official reports, meeting minutes, and interviews to identify recurring patterns of cultural logics affecting the innovation process. The findings indicate that action and relevance biases reinforced a focus on progression over purpose, while hierarchy and conflict suppressed disagreement. Together, these dynamics illustrate how organizational culture can shape, sustain, and ultimately misdirect large-scale military innovation.