One of the problems for outside observers like me—and for members of Parliament, I would say—is that the most interesting parts of the decision-making process are cloaked in confidentiality and secrecy. You really can't see the main decision-making point.
I would observe, based on past research on the contracting process, that consultants develop very close working relationships with senior public servants and even with ministers. They are literally embedded in the department. That's why you too often get automatic contract renewals without further openness—open competition, tenders for recall of the contracts, and so on. Once you're in that status, then there's a greater likelihood.... You may not have the final say, but you have very strong influence over the parameters of decision-making and the scope of what's considered appropriate and feasible.