The first step is to create a greater independent mindset amongst our senior military and political decision-makers when it comes to issue of security. We are going to have to be acting on our own, so that means in the context of not thinking just simply about how you deal with the more incremental things, such as strategic reviews, saving money, but that you start addressing the big question of what you need a strategy for, why you need readiness. That has to obviously be with the chief of defence staff, but I would contend that it has to be the number one important mission that he or she has in terms of future development.
The second is, of course, the issue of a broader procurement strategy. As I said, I'm a big fan of where I see the shipbuilding strategy going. I've been a major critic in terms of how we've done it on an ad hoc basis, be it the Sea Kings or the frigates. Whatever major procurement issue we have, we've tended to be platform-focused. We've tended to be ad hoc. We need to be thinking of a much broader, longer-term procedure, very much along the thinking that has come forward with the shipbuilding strategy.
The third issue I would suggest, in terms of a blank slate, is, of course, this: we have to get out of the mindset that Afghanistan is over, everything is hunky-dory, and now we don't have to worry about anything else. I think that's a very dangerous mindset overall.