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
National Justice Transformation Integration
Integrating national justice reform across services, shared capabilities, suppliers and operational change.
- Enterprise integration
- Portfolio governance
- Operating model
Context
The transformation environment
The Civil, Family and Tribunals portfolios formed part of the wider £1.3 billion HMCTS Reform Programme. Delivery depended on individual jurisdictional services, shared programme capabilities, operational transformation and multiple delivery partners progressing as one coherent change environment.
The challenge
What had to be resolved
A shifting portfolio of up to 24 multidisciplinary project teams was delivering across distinct jurisdictions with different priorities, maturity and operational pressures.
Service teams depended on common capabilities including Core Case Data, MyHMCTS, Expert UI and document and evidence management landing at the right time.
Transformation leadership needed a decision-grade view of outcomes, critical dependencies, delivery confidence and where intervention was required.
The future operating model had to remain supportable across digital services, operational teams, suppliers and the wider reform programme.
The response
How the transformation was integrated
- 01
Define the integrated future state
Contributed to target-operating-model definition and translated the future state into an executable delivery environment connecting technology, service design, operations and adoption.
- 02
Create one delivery view
Established integrated roadmaps, shared outcomes, governance rhythms and explicit dependency ownership across service teams and common programme capabilities.
- 03
Accelerate through integration leadership
Combined portfolio governance with hands-on integration leadership, including Scrum of Scrums, direct constraint resolution and escalation where cross-team dependencies threatened outcomes.
- 04
Align delivery with operational reality
Kept service integration, release readiness, supportability and operational ownership visible so that capabilities could land together rather than as isolated technology outputs.
Value created
What changed
Created a coherent delivery environment across Civil, Family and Tribunals reform.
Strengthened leadership visibility across outcomes, milestones, dependencies and delivery confidence.
Improved alignment between jurisdictional services and shared programme capabilities.
Supported coordinated transition towards sustainable digital and operational services.
Leadership approach
Governance with direct intervention
Tayo operated as a member of the CFT Reform Senior Leadership Team for more than five and a half years, working across Directors, judges, ministerial stakeholders, service leadership, technical teams and suppliers. Workstream leads were managed through clear outcomes and ownership, with leadership intervention concentrated where value, risk or dependency required it.
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