We compare the procedures and structures for supporting results measurement and evaluation between the Norwegian aid administration, the World Bank, Danida and Department for International Development. We find an important systematic difference in how agencies embed results measurement into their projects and programmes between the partner-led and the agency-led approach. There are clear limitations to the former in results documentation and major challenges in making it work to that end. The findings suggest that the main proponent of the partner-led system, Norway, should undertake revise procedures in order to be able to document results. Finally, we discuss the importance of leadership in ensuring results measurement systems work effectively.