Thank you for the question.
We talk about jurisdictions. If we look back, we're seeing some jurisdictions doing this the right way, and they haven't been doing it for 10 years. For Estonia, the catalyst was the fact they got hacked by a neighbouring country. They said, “We really need to change the way we're doing business in order to protect ourselves”, and they decided to go modern and digital across the board.
There are some apt lessons to be learned. It's an economy of 1.8 million people, not 37 million or 38 million people. They don't have a large bureaucracy to deal with, so it's an easier ship to turn, but they went down the right path.
The U.K. looked at the rule book. Our rule book is the SAC rule book, which covers the various types of clauses that should be included in a procurement. There are potentially 6,000 different clauses in the SAC manual. What the U.K. essentially did was throw out the manual. They said, “This isn't serving either party. This isn't serving government; it's not serving the private sector. Let's throw this out the window and move to an outcomes-based model, shorter procurement time frames, more piloting, more experimentation. Let's see what works and what doesn't, and then we can ramp up on what's working.”
There have been jurisdictions that have done it and are seeing successes. There are some lessons learned—nobody hits a home run out of the gate—but those are two countries that I would point to that have really transformed the way government is doing business with the industry. It's more of an ongoing relationship, as opposed to, “This is what we want. You guys can take it or leave it.”