Certainly there are huge opportunities to improve value for money in ICT delivery. And APS internal capability uplift is a key component. But a lot of large programmes impose spiky resource requirements and agencies shouldn’t hire APS that they know will be redundant when the delivery spike is complete. So how to deliver spiky work without the consultant big contract lock-in “land and expand” or the contractor incentive to maximise timesheet hours? A group of Australian owned SMEs are trying to do the right thing here with a “Goldilocks” model of procurement and delivery that avoids locking and aligns incentives for delivery of outcomes - read about it in “recoding Australia” at adda.community