To complement what Deputy Matthews was saying, the issue has been that we focused very much on “Here's what we want”, and then industry. We're now changing that to say, “This is the problem. Can you help us with what the solutions are and what they might look like?” That requires more dialogue. That's a big part of how we've shifted in this agile approach. Rather than “Here are the requirements”—and we do do that—but the process now, in saying what outcome we need and asking what the best ways to achieve that are, requires more consistent engagement.
We also are trying to be more forthright in where we're going with some of the technologies, to signal to industry.... As an example, we're interested in 5G: How can we adopt that? Where are they going? It's creating opportunities that will influence our large procurement decisions, by their understanding where we are going and where they are going, long before the procurement process actually starts. The collaboration, if it's truly meaningful, has to start long before that procurement to understand the business objectives, the investments that industry is making, and where there are opportunities. We have regular sessions with industry long before the procurement to talk about the technology, what they see in the pipeline and what we need. Then when we get to the actual procurement, it's more on the outcome as we move forward.