That's an excellent question, and you've highlighted a couple there already. First and foremost, the ability to manage and the ability to execute are critical components for building the capacity for change, so getting seasoned, experienced professionals, either from within the Government of Canada or externally--people who have had experience undertaking this type of journey--is critical to success.
In fact, if we had to highlight the most important human resource or project consideration for the success of this program, it would be that you need to have the right leader in place, with the experience and capability and capacity to execute this program. That's the capacity for change. As well, it's not just having the leader, but having a group of people staffed to manage it at the program level and provide the proper governance. That's a critical component.
The second aspect, as you mentioned, is how people will be impacted. The reality is that when you create a program for consolidation and virtualization and standardization, there will be overlaps in the work being done by people, so there has to be a rational strategy that takes into consideration people's tenure and expertise, as well as timelines for implementation at a functional level as you go into the details. You need to have a bottom-up detailed analysis of the impact on people.
I think things like that are the inputs for the detailed business case that we strongly recommend you have before you actually engage in the tranches of transformation or transition.