Steven mentioned risk aversion, which I believe is probably at an all-time high in the bureaucracy. Nobody wants to be in the newspapers. You have all-time high risk aversion and a calling on the government to start experimenting and piloting.
If you want to help an SME, bring in that SME to run a pilot or an experiment or at least show you how the product works. There's a call, and there's an understanding. We have some of the right change agents in place throughout the bureaucracy who are calling on the government to start.
Run 10 small pilots. Seven of them might work and three of them might be complete catastrophes, but they're pilots and they're small. We're not going to implement this across government. Then you scale up. You think, “Okay, it worked well in this department, so we can run it in three or four other departments.”
You start piloting and experimenting. You're bringing them on. They're small contracts at first, because you're proofing them. You're getting them to test the product to see if it's going to function on that government framework. Then you can experiment with the SME. You get government collaborating with industry, saying “If we could only do this”, and then industry goes off and tries to make it happen.
The discussions are taking place. It's in its infancy, but it's really about.... I think we need to get away from “Take it or leave it; we're the government. We're an elephant; this is what we want, and this is how we want it” and get into more of this partnership, the conversation, negotiating the contracts, seeing what we can do by working together, and sharing risk.
It's a massive opportunity. If you want to have those socio-economic benefits, that's going to come with changing the manner in which we're doing business.