How does military change take place in states that are not able to develop autonomous solutions? How does transformation occur when limited resources are available? What are the "sources of military change" for armed forces that do not possess the (cognitive and material) resources that are essential for autonomous development? In articulating an answer to these questions, this article draws from the theoretical debate on interorganizational learning and looks at the mechanisms that drive "learning from others." We argue that adaptation and organizational learning often had to look for, and then try and adapt, off-the-shelf solutions that required relatively more limited resources. Empirically, the article focuses on the Italian Armed Forces, which have rarely attracted scholarly attention, although it emerged from almost total lack of activity in the Cold War to extended deployments in the 2000s.