The option taken by the Cameroon public administration is that of managing the affairs of the state by putting the emphasis on results through Results-Based Management (RBM). The objective of this article is to evaluate the extent to which the reform of the Cameroon state and its administration has progressed, and to identify the obstacles that persist and block attempts at progress. To conduct this study, a semi-structured interview was used, which is itself based on the qualitative approach of constructivism. The results of this study showed some dysfunctions in terms of the coherence of stated policies and implemented practices. The logic involved is that of the consecration of the informal, which is organised around a limited range of actors who most often have no reforming personality, but draw their legitimacy from political, ethnic, tribal, friendly or family networks. The much advocated participation is more of a mirage than a reality. When used as a technique for designing and implementing administrative reform projects, it is more like a 'participation gift'. It is not yet set up as a rule, as a normal way of operating in public services. In addition, there is the syndrome of the presidentialization of the political regime, the politico-administrative sponsorship and the ethno-politicization of the administration, which run counter to the rules of good governance, transparency and administrative rationality.