It is important for the organization to reflect on how to leverage its added value to enable interventions that promote deeper structural changes. The Bangladesh ADR noted that UNDP can play a much more strategic role in advocacy for this deeper structural change, even in challenging contexts. One reason for this is the lack of a uniform results framework at the corporate level (such as the GRES or Gender@Work framework) to provide guidance on how to capture such results. Another challenge is lack of a common understanding of what constitutes gender-transformative or gender-responsive results. Annual results-based management reporting has encouraged provision of system-wide data focused on numbers of men and women in projects and programmes. Yet numbers simply reconfirm a gender-targeting approach.