This chapter presents qualitative assessments of the development of shared service centres, the steering and control of agencies, spending reviews, and automatic productivity cuts. Before 1990, support services, such as human resources, internal audit, procurement, and accommodation and facilities, were more concentrated. In the 1990s, under the influence of “New Public Management”, central control was gradually loosened. However, in the last few years some governments realised that the results were not as intended, as staff levels had increased in all task areas and especially in the area of support services. In addition, there were problems with output steering and control. This led to another change of direction and to a more pragmatic approach involving the re-concentration of central ministerial support services, ad hoc downsizing operations, and shared services. The chapter concludes with a list of questions that emerge from the qualitative assessments. They can serve as the basis for a follow-up review in which the organisation of central government will be studied more broadly. Issues such as policy development and regulatory/supervisory tasks could then be addressed as well.