It shouldn't surprise anyone that Stuart Lancaster sought an audience with Sir Brian Lochore last year on his fact-finding tour to New Zealand. Lochore's a good man to talk to about most things, but he knows more than most about what makes New Zealand rugby teams strong. Lancaster was on a mission; a mission not to pillage the nation for playbooks and game plans, but one to discover just what lay beneath the success - how deep were dug the foundations upon which enduring success has been built.
For so long, it seems, England has been typecast as the villain in international rugby's pantomime. The side hasn't helped itself over the years, of course. When you can describe its 2011 Rugby World Cup campaign in a single sentence that includes the words, "drunk", "dwarves", "CCTV" and "royal scandal", well, you get the idea. God Save the Queenstown.
They lose, they're terrible; they win, they're arrogant; they groom players from other countries, they're poaching; they rely on the born and the bred, they're boring and conservative - being a part of the England rugby team must feel like being stuck in a no-win situation, no matter how many times you win.
If nothing else - and there was plenty else - Lancaster knew this when he sought the England job. The problem was not so much about the playing, as the perception of the players. The England team had allowed its culture to reflect outsiders' attitudes toward it, and the rest was self-fulfilling prophecy.
Culture. Rugby coaches talk about it all the time these days. You could easily switch off at the very mention of the word (though "physicality" must rate as number one for annoyance factor) but it holds true. Rugby teams, at their most fundamental level, succeed and fail by the cultures they create.