In essence 'Management for Development Results' is RBM in action... the issue with RBM is that it can misguide to focus on the internal results, but with MfDR the focus should be more on the external results.
Same banana different name... really :|
The process is not about compliance and meeting requirements. In some ways it is similar to the difference between having RBM systems and having a culture of results orientation— while it is important to have the systems, it is more important that people understand and appreciate why they are doing the things they are doing and adopt a results-oriented approach in their general behaviour and work. (UNDP PME Handbook)So... how should we measure 'risk management' in practice in this context?
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