I think in any large-scale change, which is a multi-year, five-year to seven-year project, you start off and you learn, and you improve. It is no different than a large IT deployment, a large infrastructure deployment, or transforming a 253-year-old institution that is literally facing its existential problem with the decline of the sole purpose that it has served for almost 240 of the 253 years, which was to deliver letter mail. I think when you put that in the context of our current phase, every step of the way—even the first six months were harder than the next six months and the following six months—we have learned.
I'll give you the example of when we deployed our community mailboxes in certain communities. Madam Margles led the municipal engagement project, and personally attended numerous municipal committee meetings and public meetings. Where we had collaboration, we found better solutions. We moved almost 25% of the locations based on the input from the communities, from municipalities, where we had collaboration. We learned every step of the way. Our accommodation program got better when we learned new needs of Canadians. Our communication program got better as we understood there is no one-size-fits-all solution. No two streets are the same.
I think we have constantly been learning, and that will continue to be the case. I think any good organization needs to learn and improve, and continue to learn from those lessons. I think we will deploy everything we've learned in future changes.