Client
Ministry of Justice
Domain
Public Sector
Justice & Security
Service
Consulting, Change management
Date
Aug 2025
Forging unity by transforming fragmented teams into a visionary DDaT powerhouse
We stepped in to transform five fragmented technology teams into a unified DDAT powerhouse.
This wasn't just about restructuring—it was about forging a completely new culture that could deliver extraordinary results.
What kept them up at night
The landscape was messy: clashing prioritisation approaches, inconsistent delivery standards, murky budget controls, and business cases that didn't stack up. But the real tension? Balancing departmental needs against the bigger strategic vision, whilst honouring teams' desire for autonomy.
How we helped:
We started where transformation usually does—with vision. Working shoulder-to-shoulder with senior leadership, we crafted a compelling future state that everyone could rally behind. Once aligned at the top, we cascaded this vision throughout the organisation, skilfully balancing individual aspirations with collective purpose.
Deep stakeholder engagement revealed the true picture of processes and budgets. We mapped the current change landscape meticulously, building the foundation for what was to come.
Then came the exciting part: designing and implementing a central function that actually worked. Our iterative organisational model proved brilliant—each iteration sharpened accountability, protected live delivery, and moved us closer to our vision.
The difference it made:
We created something powerful: a central hub for standards, governance, and best practice that unified autonomous teams under one shared vision and governance framework.
Our approach brought evidence, objectivity, and integrity to every decision. This meant reaching the right compromises without watering down outcomes—and yes, making those tough calls that others had avoided.
The cultural shift was cemented through vibrant communities of practice, weaving together the best of all teams into something stronger than the sum of its parts.
The numbers tell the story too: we reduced headcount whilst shifting the civil servant to contractor ratio from 55:45 to an impressive 70:30.
This piece of work was carried out by Cadence Innova before merger. We're honoured to continue this impactful work under the Transform brand going forward.