There are probably three things.
First of all, the first people to get on board were cabinet and Treasury Board. The leadership needed to be backstopped and supported there, because there was going to be learning going on, so I spent a lot of time educating and getting them engaged and getting them comfortable with the concept. Then at the next level down were my deputy colleagues. We spent a lot of time as a leadership team, and every one of those deputy ministers had performance measures tied to the success of that group.
Again, it would have been very hard for me to do my job without the political support and without their being incented and committed to doing it.
Then it was blocking and tackling, quite frankly. You would start in areas where you thought you could get some wins, and you would prove it out. There's nothing like success to get other people interested, right? So we carefully picked the first four or five projects or the programs that we went after, and we worked exceedingly hard to get them right. We got some wins and we got a lot of public support, and then it got easier to do.
Some of the people who just weren't getting it got moved on, quite frankly. The clerk was 100% committed to it, and he was clear with his deputies what his expectations were. If people won't play ball or try to sabotage it, you have to make some examples.
It was a bit of “We're going to try this, we're going to do it together, and we're going to support each other.” Then you work at people one at a time.
That's the only way I've ever seen it done, with lots of support across the board.