From a donor perspective, this way of understanding results is key to overcoming the logic behind Technical Assistance and the proliferation of Project or Programme Implementation Units (PIUs), i.e. “getting things done” instead of “making things happen”. This explains why almost all of these PIUs left such a dubious legacy once their donor-sponsored programmes came to an end, with the so-called results melting down so easily and without leaving much of a trace. The temptation to address long- standing critical knots and to circumvent bottlenecks by replacing inefficient government structures with newly created ones, instead of building the capacities of the former, is a perfectly understandable drive when practitioners are confronted with the dire situation of the public sectors in the countries in which they work. However, these good intentions all-too-often end up putting the oxen behind the cart, giving way to one of the most frequent unintended consequences of the Results-Oriented Approach that has become so predominant in the development sector, namely the need to “deliver” on concrete, pre-defined and thus easily measurable results whose achievement would justify the expenses to the tax-payers in donor countries.