Enterprise Transformation and Operating Model Design
Translate strategic ambition into an executable transformation and sustainable future state.
Explore this serviceHM Courts & Tribunals Service · Case study
Common Capabilities and Integration Leadership
Coordinating common capabilities, suppliers and up to 24 delivery teams across Civil, Family and Tribunals reform.
- Integration leadership
- Common capabilities
- Multi-team delivery
Context
The transformation environment
The Civil, Family and Tribunals portfolios relied on common capabilities including Core Case Data, MyHMCTS, Expert UI, document and evidence management, and AI-enabled enterprise work orchestration and case progression. These capabilities had to serve multiple jurisdictions, including public and private family law, probate, divorce, Social Security and Child Support, Immigration and Asylum, and Employment Tribunals, while remaining aligned with service roadmaps, operational readiness and the wider HMCTS Reform Programme.
The challenge
What had to be resolved
Up to 24 multidisciplinary teams were delivering jurisdictional services and shared capabilities across different suppliers, priorities and levels of maturity.
A delay or design decision within one common capability could affect several service teams and disrupt coordinated release and adoption plans.
Programme-level governance needed to expose the dependencies that mattered without replacing the detailed ownership held by individual teams.
Cross-functional teams from suppliers including Engine Transform, CGI, Capgemini, Kainos and PA Consulting needed to operate as part of one delivery system.
The response
How Tawose Group addressed the challenge
- 01
Establish shared governance
Created governance and delivery rhythms connecting common-capability leads, service teams and portfolio leadership around shared outcomes, commitments, risks and decisions.
- 02
Make dependencies actionable
Mapped dependencies to accountable owners, required dates and affected services, providing a clear route for resolution and escalation when intervention was necessary.
- 03
Lead integration hands-on
Used Scrum of Scrums, direct workstream engagement and cross-team planning to resolve integration constraints and maintain alignment between architecture, engineering, product and operations.
- 04
Coordinate capability adoption
Aligned the sequencing of common capabilities with service readiness so that technology components, operating processes and support arrangements could land as an integrated change.
Value created
What changed
Created a coherent cross-portfolio view of common capabilities and the services depending on them.
Strengthened ownership and resolution of dependencies across teams and suppliers.
Improved alignment between portfolio governance and hands-on integration delivery.
Enabled shared capabilities and jurisdictional services to progress towards coordinated release and operational adoption.
Leadership approach
Governance with direct intervention
Our consultant - Tayo, combined senior transformation leadership with direct technical and delivery integration. Governance created the visibility for leadership decisions; Scrum of Scrums and focused intervention converted those decisions into integrated planning and mobilisation across service teams, technical leads, workstream leads and suppliers.
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