I can start. That's a great question and a very complex one. It sounds like one that we go over in some of my seminars.
I think the short answer in all of this is that armed forces are very good—and the Canadian Forces are excellent—in dealing with short-term, well-defined problems. That's what they're set up to do, but because they have very rapid turnover in leadership positions—every two to three years, the leaders change—they have a lot of trouble maintaining focus over long-term problems. That's why they're generally not very effective at long-term problems, in my view.
Really, the only way to be successful—and I think just about everyone has mentioned it—is to have an external body, a truly external body, to hold people to account, even though the senior leadership might change. Just as a small fact that may interest you, over the five years between when Operation Honour was released and “The Path to Dignity and Respect” was released, there were seven vice chiefs of the defence staff. The vice chief of the defence staff was responsible for the oversight of Operation Honour. That is a pretty stark example of one of the reasons why it didn't succeed.
To me, an external body is essential. One example—