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So there are obviously lots of challenges,
but one is that leadership

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across governments often doesn't
understand the issues that are currently

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evolving and mutating and disrupting
their business line.

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So what we have to do is figure out
how to bridge that gap between

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people on the ground who understand
the innovations, who understand the technology,

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who understand the digital and data
revolutions that are upon us,

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and senior leadership that often came of
age not knowing or understanding these things.

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And governments have very
hierarchical structures and often people

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spend a career moving
through senior ranks.

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So we have to find ways of bridging
the knowledge gap and understanding gap

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between senior leadership
and people on the ground

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who are trying to deliver
programs and services.

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Well, I think the main solutions,
as people understand, are not technology solutions,

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but process redesign solutions,
dealing with rule sets,

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dealing with processes
that are not effective or efficient.

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So whether that's disrupting our
procurement models, disrupting our HR models,

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disrupting our contracting models.

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Many of them are very traditional
and not aligned with

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much flat or horizontal digital mindsets.

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So we have to create receptor capacity within governments by changing processes.

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So in Canada we've done things like
create an impact Canada platform

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that allows departments to more
easily design and execute outcomes-based funding,

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or challenges,
or user-centered design projects.

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So it's creating that inventory
of receptor capacity

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that allows us to leapfrog
over some existing processes.