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Delivering a digital transformation of critical national Infrastructure

The Home Office required business change management to support and embed a secure digital transformation programme.

The Home Office approached the Bloom marketplace for its rapid and compliant route to market which could allow them to identify a supplier with the capability and expertise of delivering on this complex requirement.

The successful supplier, Marlowe Consulting, specialise in building internal long-term capability in business change to support future digital transformation outcomes through the delivery of practical change management skills.

Along with the Home Office’s internal team, Marlowe’s business change delivery team worked to convert the customer’s strategy into practical activities and deliver a complex digital transformation of critical national infrastructure.

“Our experienced project delivery teams were able to work with our client to deliver a best-in-class digital transformation. By sharing our extensive industry knowledge, transferring essential skills and developing capability, we could ensure that the customer had the required skills for a sustainable continuation of best practice.” Deborah Feakins, Director, Marlowe Consulting


The Home Office’s digital transformation programme was a strategic paradigm shift that relied on people both within the Home Office and in OGDs to reengineer how they operate, adopting new skills and accepting new ways of working. It required focus on the change management and people implementation approach of the Home Office to ensure the programme could be set up for long-term success.

Case Study 10 - Challenge-min


Marlowe Consulting conducted a full business change review with the aim of providing support to the senior leadership charged with the successful delivery of the programme. This review outlined a business change strategy, practical approaches and a new team structure for the business change team to action and deliver. Post-review, the leadership team invited Marlowe to work with the business change team to deliver the recommendations and practical implementation of business change approaches identified.

Marlowe’s specialist expertise in integrated people-centric change provided the Home Office with a direct line of sight between strategy, planning, impact and readiness assessments, engagement, communications, training and benefits realisation. An assessment of people and customer-centric approaches and practices was conducted and benchmarked against industry best-practice to identify opportunities for improvement.

Marlowe was responsible for the design and delivery of targeted, specialist change management skills to upskill a sustainable strategic civil service business change capability. A structured set of business change deliverables and a works breakdown structure was agreed and delivered, which included:

  • A benefits framework and a business change deliverable register for tracking.
  • A prioritised stakeholder engagement process, new business case stakeholder strategy and resistance management strategy.
  • A business change plan, created in collaboration with cross-work stream teams, to ensure shared responsibility for milestones and activities.
  • A practical, action-based roadmap of activities to address identified gaps in transformation governance, knowledge, capability and skills.

The programme implemented a multi-stage business change transition roadmap with full operational engagement. This development of a portfolio and enterprise approach to change management has improved communication, sharing and collaboration opportunities with stakeholders. In addition to the business change support, Marlowe supported the development of a new business case following a programme rescoping exercise. They worked with economists to quantify benefits and develop a benefits realisation plan for review by the Home Office Portfolio Investment Committee and HM Treasury.

Marlowe recognised the need to transition with minimal disruption to operational services. This reduced the risk of key skills and retained knowledge being lost, minimising any drop in performance during the transition.


Marlowe facilitated the adoption of business change approaches, incorporating governance, building integrated plans, managing risks, dependencies, benefits and actionable reporting. This ensured a managed and sustainable transition from legacy to new, supported by:

  • Coaching others and providing hands-on practical support to develop new skills. This increased levels of proficiency, allowing leaders, managers and employees to become more confident and productive in the new ways of working.
  • Learning opportunities that are aligned to professional development pathways to accreditation and qualifications.
  • Leaders that are aligned, upskilled and confident working as an effective team.
  • Delivering business change that has been cited as an exemplar programme for business change.
  • The development of a secure national rollout (NRO) plan that was complemented by all stakeholders for the thoroughness of thinking (including constraints, risks, balancing of technology and business needs) and the clarity in which it was presented and discussed.
  • NRO for the platform launched in line with baseline plan, with 3 ports live by November 2019 and 11 ports live by January 2020.
  • Support at go-live that was rated 4.1 out of 5 by end users.

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