Government Operations committee  The idea really stems from the fact that the vendor that is going to do the best job is the vendor that has its corporate strategy, its capabilities, its resources, its assets, its soft skills, and its management preference in a much better alignment with your stated outcome than

Government Operations committee  No, it's not about that. It's not about how we work together. That's in the relationship management framework. The strategic fitness assessment assesses the.... During the evaluation, how are you going to know whether this vendor is better than this vendor or that vendor, and i

Government Operations committee  We shouldn't confuse two things, compliance and performance management. You need to have a good performance management system in place, but compliance-based oversight has always been, “Okay, you've signed the contract, and there are these 25 KPIs. There are these things you're

Government Operations committee  Yes, I thought I'd provide a little bit of an answer to that. Really, you need to bake into your business arrangement a relationship and strategic management framework that addresses this, one that says that we are going to measure the performance of this relationship, and not

Government Operations committee  Coming back to the question about an open-book framework, transparency is really key to this. The whole thing is really about openness and transparency. Without that, you can't gain that insight. To gain insight, you need to have mechanisms to gain that insight. You can't gain th

Government Operations committee  May I add to that? I totally agree. I think it's a journey. It's not something that you're going to be able to change over the next few years. It's a change in culture, in how the procurement officers actually view the vendors and the contract managers view their partners. They d

Government Operations committee  Yes, I think—

Government Operations committee  Thank you very much. It's a pleasure to be here again. What I'd like to talk about today is agile procurement. Obviously it's in the context of complex business arrangements, because it wouldn't need to be agile if it's not that complex. It's not a secret that the majority of

Government Operations committee  I'd like to comment on this, if I may. There's an existing mechanism within the procurement process. It's called the rolling wave. You can have a 30-year relationship with a firm, but that relationship continues based on the performance of the vendor. If the vendor is still doi

Government Operations committee  Yes, that is definitely a challenge. The higher the number of stakeholders, the more complex are the relationships. That's true also in any prime-led relationship. You still have all these stakeholders working with the prime, and you have no visibility of them. At least in the ot

Government Operations committee  From my experience, the critical factor in a successful initiative is managing the relationships among stakeholders. What we see, though, is misalignment between government departments in working towards these outcomes and in deciding what the expectations are. It's not about the

Government Operations committee  Actually, the federal government—

Government Operations committee  Usually in the private sector what I've seen is 12 months' revenue.

Government Operations committee  I can name many, but is this confidential? Is it recorded?

Government Operations committee  Would the vendors hear me say this?