From my experience, the critical factor in a successful initiative is managing the relationships among stakeholders. What we see, though, is misalignment between government departments in working towards these outcomes and in deciding what the expectations are. It's not about the ability of the vendors to do specific work or use their capabilities in their project. Rather, it's about coordination and alignment between the public sector parties, and later, alignment between the public sector and the private sector parties.
We can talk about being outcome-based and all this other stuff, but unless we have better models for working together within the government, with industry, and with that selected partner, we can't put together successful projects. Most of the time, when we hire vendors, as soon as they come in, they walk into a firefight. They get confused because the internal government departments are not aligned on what they want or what the outcomes should be. In a lot of these cases, you get a year or two of inaction. You win a contract, but you end up with two years of inaction. Nothing happens.