I will point to a couple of other points of failure, I believe. One of the things that I think was really missed was that there was no holistic view of this implementation from one end to the other, including the HR processes.
When decisions were made, they felt that they had the appropriate workarounds, but always looked into.... This is my assessment of it. I'm trying to help you understand this, because that's what I understand from it and my assessment of it. That holistic view was not there. They didn't do these workarounds, and they mitigated, in their minds, the risk, but risks were not looked at cumulatively and holistically.
Another example is that you have departments that did not let go of their compensation advisers. If you look today at those departments, they are doing much better than the ones that lost their compensation advisers. In fact, 20% of their transactions.... Our queue is about 20% over 30 days, whereas the other departments were at 70%, so it's a combination of a number of things that really lent to—to use the words of the clerk—the perfect storm of this failure.