With respect to the IBM contract, as we modernize procurement, we need to focus on outcomes. We need to tell people what we want to achieve and let them propose how it needs to be done, instead of asking people to do a series of things that will hopefully end up where we want it to go. Having an outcomes-based approach is a big lesson learned.
Specifically with respect to Phoenix, I would focus on the massive business transformation piece and all the tools that could have been put in place to manage the workforce and expose people to change management. A big cultural shift was required. We needed to bring people along in this culture shift, to look at the technical aspects, and to improve our policies.
I could give you five examples of policies that should have been looked at before we even went down this road. The software we bought wasn't compatible with the business processes at the time, nor with the policies we had in place. If you don't have these things aligned, you're going to end up with the mess we ended up with. Hindsight is 20/20, but I think a bigger-picture view would have been helpful.