Thank you, Mr. Chair.
I would like to thank Mr. Wouters and Ms. Charette for being here with us this morning.
In a prior life before getting into politics I worked for and on behalf of large global organizations, sometimes with hundreds of thousands of employees, in the private sector. I see some similarities in the language in Blueprint 2020, the idea of painting a vision, trying to highly mobilize hundreds of thousands of people to work towards a common set of objectives and a goal.
I see you've borrowed language from private organizations, when you say things like tiger teams and so on. These things are proven ways of mobilizing people.
The one big difference I suppose with the public sector is that you're not talking about taking on new markets and increasing market share and increasing the size of the organization and expanding into new countries and taking over competitors. It's a whole different set of objectives.
I'm wondering how you drive the culture as a leader of this organization. Absent those kinds of incentives, you can't offer stock options. You can't offer other things. There are things you can do in terms of performance measures and objectives, and I know there's more of an incentive-based rewards system now in the public sector. Could you talk about how the culture within the Canadian public service has changed, incorporating some of these methods to motivate and to mobilize people?