Why do some development programs succeed while so many others fail? What role do managerial and institutional innovations play in program performance? Dr. Paul's comparative analysis of six successful development programs selected from Asia, Africa, and Latin America provides important answers to these questions. The study shows that a clear focus on a single goal or service; decentralization; the use of network structures and beneficiary participation consistent with the complexity of the program environment; and highly adaptive planning, monitoring, and motivation processes are among the common features of the six successful programs. The design and orchestration of these and other elements were facilitated by the relative autonomy of the programs and by the continuity and commitment of their leadership. There is no dearth of studies of failure in the field of development, points out Dr. Paul, but studying failure does not necessarily lead to insights into the positive management actions and institutional innovations that have led to successful programs. This study, the first of its kind to focus on high performers, is unique in the lessons it offers on the strategic management of development programs.