It noted that the various Ministers were not hurrying about their business because of the 'obvious' reason that 'once these decisions are taken the clock starts ticking on getting results'.
It also applauded the approach of the Government of 'asking departments for advice before leaping into action.'
It also noted that this slow pace may be 'awkward for a leader who promised action'.
The transition from candidate to leader is almost always awkward, regardless of whether it's moving from opposition leader making promises to the electorate to becoming prime minister or the enthusiastic job applicant selling themselves into the position of being someone's boss.
One of the hallmarks of a leader is the discipline to withhold action after changing roles. The Dreyfus Model of Skill Acquisition posits that an expert is most vulnerable when they have to apply their expertise in a different context. An expert is fragile in this phase for another reason. Experts rely on confidence and yet one of the characteristics of expertise is recognising how ignorant you are. A juicy paradox.
Experts who change roles - whether it be from a member of the opposition to government minister or from one employer to another or from worker to line manager - need to resist the 'quick wins', the grand gestures and other superficial acts that declare their arrival.
Instead they may need to endure a rising level of gleeful ridicule from their critics as well as disappointment from their supporters as they take their time to absorb the new terrain.
They also need a boss who is expert enough to understand this settling in period and to patiently allow for it.