I don't know that we've necessarily cracked this nut terribly successfully in the past. We have had examples of significant cost overruns and time delays, for example, in the construction of our air warfare destroyer.
The current approach is to argue for a new type of relationship between defence and industry. For shorthand, we refer to as industry as a fundamental input to capability. Inherent in that idea is that government and industry have much closer conversations that enable spiral development of technology to take place, so that in a 12-submarine build or a nine-frigate build, you expect the improvements to happen as you go with each platform.
It's a subtle difference, but it's actually an important one compared to the old way of doing business, which was really about delivering on the contract on time, and it didn't matter if the specifications in the contract were now 10 years out of date; just deliver on that. That's the relationship that industry has had with the defence organization in the past.
Now we're looking for a closer form of engagement. I think the key to delivering this is the building of trust among the defence department and the navy and the industry environment. That can only happen over a period of time.