To be fair, I think that when we look back at the proper lessons learned, there will be multiple points of failure on this. There is not one thing. You will see a number of things add up, and it's going to be that accumulation.
The reason I'm focusing on the capacity is that extra capacity would have mitigated some of this as we were going through the transition, but I believe we did not plan for the impact it would have on the change in even how you do HR in departments. It's change management. Even in common HR processes, the implication of what you enter into HR is directly related to pay now. It's much more than Phoenix and the pay centre. It's Government of Canada end-to-end in each department, and how you handle the different issues and managers having to approve.
It's a question of change management in how we deal with HR, and we truly underestimated that.