That's a very good question. I am keeping an eye on the chairman, who is going to probably wrap me up very quickly.
Transformational change is really—I'll finish with this—about agility and attitude. That's probably the biggest point. But from a government perspective, we need to really look at the agency's rationalization. I know we have done some. I think we went from 14 to a much reduced number. We need to look at it. I still believe there may be some duplication or areas where we can save on our approach to it.
Also, we don't see it as much in Canada, but I certainly observed it from living in Europe, where change in structure, for example, affects local areas. We have no NATO presence in Canada from a common perspective. Neither does France, for example. But in terms of the regional impact, a giant headquarters where €200 million are being spent will certainly impact on the local economy and the political approach to that. We need to work at this, but it starts with continued will. The building of capability and capacity is really about sharing together, but the transformational aspect of it remains. The problem is, how do we approach this issue? How do we approach this common defence, this pooling and sharing, and what does it really mean? Do we find a common goal and objective in there that we are all agreed to? It's a great concept, but now we're going to have to operationalize it. That's the transformational part.
Finally, from a NATO and military perspective, it's creating a war fighter organization. It's something we do not have to rebuild every time we go on operation, but something that stands every day to do it. We have that in NORAD. It exists; every day we're on standby. We can do it. NATO needs to have the same structure, in my opinion.