If I can just add a very concrete example, we've been having discussions with departments about the role of champions and whether they need a committee, and whether we could impose that or should impose that by way of policy in a really structured approach to official languages. In our central agency minds, that sounded like a series of good ideas.
They weren't bad ideas, I'd say, in our defence, but some of the departments told us that they have six employees and to have a committee structure created is completely useless to them; when they sit around the table, they're all there.
So the idea is that we don't know everything at the centre. We give the impulsion to the program, and then we let the doers do, adapt, make it real, and make it theirs. We think that has a great potential for change to actually occur, and we're seeing positive signs in that regard.