This paper examines the evolution and spread of Agricultural Technology Management Agency (ATMA) over the last decade and considers some of the challenges of national implementation of a decentralized process in the public-sector extension system of India. Using primary and secondary sources, in addition to interviews and discussions gathered at a recent national workshop, this paper examines whether the inherent organizational capacity, culture, and management within the public-sector extension system has been addressed by ATMA during the pilot period, during the national scale-up, and now under the revision guidelines. Using an organizational capacity framework, the paper concludes that despite the ambitions of the program, the inherent capacity and culture of public-sector agricultural extension in India, where limited organizational learning from implementation process is taking place, limits the ability of ATMA to fulfill its original objectives.