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This article analyzes civil–military relations and the issue of civilian control through the lens of new managerialism. It illustrates that the means and mechanisms applied by governments to govern the military actually shape its organization and affect its functions in ways not always acknowledged in the civil–military debate. We start by illustrating the gradual introduction of management reforms to the Swedish Armed Forces and the growing focus on audit and evaluation. The article thereafter analyzes the consequences of these managerialist trends for the most central installation of the armed forces–its headquarters. It further exemplifies how such trends affect the work of professionals at the military units. In conclusion, managerialist reforms have not only changed the structure of the organization and the relationship between core and support functions but have also placed limits on the influence of professional judgment.