Thank you, Mr. Chair.
I'd like to welcome you all back.
By way of background, I've implemented a lot of large business transformations, whether focused on procurement, the human chain, or the supply chain. I have an extensive background in supply chain business transformations, and I'm familiar with a lot of the challenges that have been raised.
Business transformations take on a life of their own. They could be up to five years. You break them into smaller chunks and you have projects. At the outset, you define your requirements. You establish a set of risks and you mitigate risk as the person who is overseeing everything, so that the challenges raised, whether they're prescriptive, whether they're rigid, are all valid.
One of the points raised was along the lines of what I had done before with some success. It was the strategic fitness assessment mentioned by Mr. Akrouche. I'd like to see whether we can apply some of that concept to agile, specifically on risk management. At the end of the day, whether we simplify the process or make it collaborative and get the talent, government is going to make sure the risk is managed.
Mr. Akrouche, can you tell us how to use this strategic fitness assessment to focus on prescriptive outcomes rather than prescriptive requirements? This would be a help in achieving a successful outcome at the end.