It comes back to your previous question. As the person in charge of 1,400 employees, with six director generals, I was responsible for 190 systems, not just the internal Canada Border Services Agency systems, but also all the tools it uses.
I had no choice, I had to delegate tasks. I had to stay at the strategic and technical level, not the policy level, for example. I worked with colleagues, with counterparts, vice-presidents and others, I kind of defined the needs at the highest levels and I translated it all into strategic and technical decisions.
That said, I trusted my director generals, based on the situation, to find the best possible methods and to be able to provide the deliverables. I had to delegate the delivery of services to them, both financially and in terms of human resources, among other things. They had to inform me if they needed my help and warn me if I had to know about something.
To come back to one of the first questions, at my level, I was no longer doing coding or designing networks. What I did was strategic and technical management at the appropriate levels. I made sure that what the director generals were producing and delivering met high-level needs.