I agree, David. We have also attempted to use approaches that combine ‘bedrock’ indicators, which aren’t flexible, with those that are, or to build in space for adaptation to the indicator e.g. X level of achievement will be found in 75% of cases’, not specifying where or how.

But one thing that i do think isn’t explicit or known enough is that adaptive programming, if done well, does require a stronger level of engagement from programme managers (and ideally SROs). Its an approach that requires understanding of how and why i.e. context and political economy, and if the focus is (as it should be) on outcomes, the PM and SRO are the ones that usually have to look at the adaptive programme and ‘fit’ it to the outcomes — dialogue here being another very important factor.

I’ve hesitated to say this is ‘more’ work for PMs, as i don’t think it necessarily is. Certainly it should balance with less bureaucratic management, but it does require a shift in concept, culture and way of working, which can be disruptive and feel challenging.