So there are obviously lots of challenges, but one is that leadership
across governments often doesn't understand the issues that are currently
evolving and mutating and disrupting their business line.
So what we have to do is figure out how to bridge that gap between
people on the ground who understand the innovations, who understand the technology,
who understand the digital and data revolutions that are upon us,
and senior leadership that often came of age not knowing or understanding these things.
And governments have very hierarchical structures and often people
spend a career moving through senior ranks.
So we have to find ways of bridging the knowledge gap and understanding gap
between senior leadership and people on the ground
who are trying to deliver programs and services.
Well, I think the main solutions, as people understand, are not technology solutions,
but process redesign solutions, dealing with rule sets,
dealing with processes that are not effective or efficient.
So whether that's disrupting our procurement models, disrupting our HR models,
disrupting our contracting models.
Many of them are very traditional and not aligned with
much flat or horizontal digital mindsets.
So we have to create receptor capacity within governments by changing processes.
So in Canada we've done things like create an impact Canada platform
that allows departments to more easily design and execute outcomes-based funding,
or challenges, or user-centered design projects.
So it's creating that inventory of receptor capacity
that allows us to leapfrog over some existing processes.