ABSTRACT Military transformations occur reactively in response to changes in environmental conditions and conflicts. Likewise, military transformations show a tendency to copy the best practices of the most powerful forces and of organizations like North Atlantic Treaty Organization (NATO). However, little is known about the effect of a proactive planning strategy on the transformation process. This article raises the theoretical debate on the institutional change of the Colombian Army, presenting evidence that allows us to define whether it has been carried out in a reactive, evolutionary way or with a design-based approach which would lead to the development of institutional work through the modification of the factors of military capabilities. The main result shows the presence of institutional work to generate disruptions in the Army. Particularly when altering the doctrine, changes in education and training are triggered, which allows the organizational structure to be redesigned to adopt new practices. However, limitations in the acquisition and deployment of new technologies and infrastructure inhibit institutional change and organizational transformation.
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