This analysis of the relationships between research and development examines the management evolution of a research program based in Nicaragua. Demand-oriented programs are discussed, revealing that programs involving south-north partnerships often lose touch with the demand that precipitated their start-up. The integral decision-making bodies, the translation of social problems into research, and the use of analysis to generate solutions are among the factors discussed that are often shaped by hidden cultural norms and values. Identifying the adaptation process is presented as the first step toward better structuring research programs that support development.