New Public Management (NPM) control systems are seductive because they appear to be so simple. The theory provides an understandable explanation of how results can be achieved and offers an opportunity to maintain control. At the same time, this need for control is at the core of the problem. Standardization, benchmarking, reporting, and organizing for competition are some central features of NPM. This chapter describes how this way of organizing can have unintended consequences that are not always positive. The need for control, embedded in NPM, often reduces the leeway of employees and gives them less possibility to adapt to the needs of people that receive their services. Control procedures take up a lot of time that could otherwise have been used to help people. Examples are given from education, research, working life, and public procurement.