Reform is thus a journey not a destination. Reforms do not end in ‘problem solved!’ but rather in a new configuration of challenges that the next steps in the permanent development process will try to reconfigure. But if this is not new, and if it is still a daunting challenge to find the sensible path ahead that balances all the incentives, interests and institutional issues at hand, the good news is nonetheless that we can do development differently  not by institutionalizing a new orthodoxy, but by adopting a mindset that constantly questions our assumptions, brings in alternative perspectives and listens to others, and supports the bold, yet humble leadership that is part and parcel of making reforms happen. The other good news is that even if this is difficult, we had a number of case studies from colleagues in ADB, GIZ, USAID and the British Council that demonstrate how these sometimes a bit fluffy terms are constructively dealt with in practice.