Well, everyone was anxious for this transformation to be done expeditiously, but not in a hurried way. We were of the view that when we brought forward our plans—what we created in 2011—we were aiming for 2020. That was a reasonable period of time, based on what we had heard. Some in the private sector would say that they could do it faster; others said that this was just about right. But it's in the implementation that, in government, and I'll say this quite candidly, “speed to delivery” is very difficult to achieve. I'm quoting my friend Grant Westcott, who was very focused on trying to achieve speed to delivery.
It's hard to put your finger on why that is. Is it the process? Is it the culture? Is it the decision making? What is it? We had difficulty with speed to delivery, I would say, just incrementally, and we were pushing all of the time. We did think it was a reasonable amount of time for us to get the work done, but as other witnesses have said to this committee, as you adjust the money, you also have a tendency to adjust the time as well. As money became scarcer—and I'll stop after this—there was a bit of a vicious circle. As you're not going as fast as you should, that means that your old equipment has to last longer, and so you have to invest more in your old equipment, which leaves you less for your transformation, which slows you down, and then it's a bit of a vicious circle.