The Bank explained more about the four major ‘replans’ of the programme, which each involved a review of programme scope, timelines and costs, noting that “doing a replan can be a brave decision”.44 Each came in response to very different internal and external circumstances. We were interested to hear how the Bank used the replans to strengthen the focus on delivery. For example, in the first replan, it rescoped the programme to prioritise delivery of the fundamental new system and focus resources on activities critical to the system launch. It moved some planned additional enhancements to after launch so they could be developed further with industry input. The Bank explained that it engaged with industry during each replan to test assumptions and understand impacts.45 Culture and ways of working