This thesis examines how middle managers in the Swedish Army perceive the implementation of the change initiative FM AGERA, aimed at improving efficiency, reducing bureaucracy, and promoting leadership development. Using John P. Kotter’s eight-step model as an analytical framework, the thesis explores whether the intended changes have been effectively communicated, supported, and integrated at different organizational levels. Data was collected through semi-structured interviews with ten officers from different army units, analyzed deductively with coding based on Kotter’s steps. Results show a strong willingness for change and localized successes, but also reveal barriers including unclear strategic direction, inconsistent communication, and resistance within administrative support functions. The thesis highlights the critical role of middle managers in translating central initiatives into practice and emphasizes the need for stronger leadership alignment, continuous follow-up, and system-level support to achieve sustainable change.