I would like to say that your reference to the Vancouver Olympics was excellent, because that was another example of a clear strategic vision with a brand, a personality, and a program that was then developed to make sure that we all shared in a certain circle of understanding and experience.
It's very hard to say no to things, and it's very easy to see things dissipate. Vancouver was an example of a strategic vision closely held by the leadership there and implemented so that everything fed into the same sense of participation. That ran across the country with all of the different groups, symbolizing that very effectively in the way that first nations participated and so forth.
It just reiterates my sense, coming out of my own work experience, that on something like this, you need to decide what you want to do and what effect you want to have and to focus on that. Once you do that, it makes it really easy for a lot of other people to say, “I get it”. Then it liberates all sorts of participation and creativity. If you don't do that, you will just have a wish-wash and it will go away, and you won't get anything for your buck, if you will.