What we do

DTA doesn't simply advise organisations on transformation.

It helps them understand how they work, design what needs to change and demonstrate that their decisions can be implemented and evidenced.

Choose what you need to achieve Discuss a challenge

What do you need to achieve?

Four offers. Each one says the problem it solves, what you receive, and where you can see the approach working.

Make better decisions

Strategic Advisory

Make better investment, transformation and technology decisions, independently challenged and grounded in evidence.

The problem
A decision is in front of you, and it needs independent challenge before money commits.
What you receive: a decision
A written position on the decision: the options considered, the evidence behind the recommendation, and what was ruled out.
Why believe it
Advice is given to one executive on one decision, so there is no working example to run here. What you can check is who advises you, and what DTA has published. About DTA

See this offer → Discuss an advisory engagement

Understand your organisation

Organisational Discovery & Design

Discover how your organisation really works, where value is lost and what needs to change.

The problem
Nobody can show how the organisation actually works.
What you receive: an organisational understanding
An evidenced model of how your organisation works: its jobs, decisions, authorities and dependencies, each traced to its source, with a recommended redesign.
See it working
The organisational model of a bank Interactive model
How an organisation's jobs, work and accountability can be seen as one model. Select any element and switch between its views: what customers need, the work that creates, and who performs it.

See this offer → Discuss a discovery

Design customer propositions

Customer Jobs & Proposition Design

Turn customer needs into working, testable propositions with accountability and protection built in.

The problem
The proposition is designed first, and the permissions, protections and controls arrive later.
What you receive: a proposition design
The customer job, the participant and authority design, a journey specification and acceptance criteria, ready for an investment decision. A working proof is a separate, optional engagement.
See it working
Set up a regular bill Working experience on the live bank
How a customer need becomes a working proposition. Evelyn wants help with a bill. A helper prepares it, Evelyn decides, and the bank checks. The money is synthetic.

See this offer → Discuss a proposition

Engineer and assure change

Engineering & Assurance

Translate approved designs into executable requirements, engineering controls and verifiable outcomes.

The problem
The design is agreed. Then delivery changes it, and nobody can show where.
What you receive: an assurance
An executable specification, conformance tests that run against the implementation, and a design for the evidence the service records.
See it working
The same journey, open to inspection Working experience on the live bank
How the same proposition's decisions, permissions, controls and evidence can be inspected and tested. Run the journey, then open any step under Behind the bank: who acted, the checks the bank made and the facts it recorded. Behind the bank has no address of its own, so this opens the journey at its start.

See this offer → Discuss engineering and assurance

See the approach working

See how a working bank turns customer needs into decisions, controls and evidence.

Manage a bill

Evelyn and Maya

Evelyn wants help setting up a bill. Maya can prepare it, but Evelyn remains in control of what she authorises.

Open the working bank

Pay someone new

With a person or agent

See how a trusted person or personal agent helps prepare a payment, while Evelyn authorises it and the bank independently checks whether it can proceed.

With Maya, a person she trusts With James, her personal agent

Explore the bank

Jobs, work and organisation

Enter the bank's organisational model directly: what customers need, the work that creates, and who performs it.

Open the organisational model

Accountable Bank is a small live bank using fictional customers and synthetic money. All of Accountable Bank

Start from your problem

Eight questions executives bring. Each is answered by one of the offers above.

  • Accountability · CRO · General Counsel

    Can I defend my reasonable steps?

    The evidence is designed in: what is recorded when something is decided, refused or changed.

    Answered by Engineering & Assurance   Read more on the live site

  • Knowledge · CDO

    Where does our knowledge go when people leave?

    Decisions, authorities and dependencies are recovered and written down, each traced to its source.

    Answered by Organisational Discovery & Design

  • Architecture · CIO · Chief Architect

    Why do architecture decisions take months and expire in weeks?

    One question at a time, tested on its options and its evidence, with a position you can defend.

    Answered by Strategic Advisory   Read more on the live site

  • Capability · CHRO

    Do we actually know what skills we have?

    A connected model of the jobs, the work and who performs it.

    Answered by Organisational Discovery & Design

  • Cognitive · CTO · CAIO

    Why can't we trust AI at scale?

    Each person, service and agent acts within an authority that can be checked.

    Answered by Engineering & Assurance

  • Experience · COO · CCO

    Why are journeys designed in isolation?

    The journey is designed with the organisation that has to run it, and shown working.

    Answered by Customer Jobs & Proposition Design

  • Value · CFO

    Why can't we see the return on transformation?

    The work is followed to where value is lost, and to what would have to change.

    Answered by Organisational Discovery & Design

  • Decision · CEO · CSO

    Why does strategy disappear into programmes?

    The decision, its evidence and its owner stay in view while the programme runs.

    Answered by Strategic Advisory

How we deliver

Most work starts with a role, not a squad. We define the roles the outcome needs, then assemble the squad only when the work calls for one.

See how squads work

Bring us a challenge worth solving.

One enquiry route for every offer. Name the offer, or describe the problem in your own words.

Discuss a challenge

Prefer to talk first?

A 30-minute call. Bring a strategic, architecture, proposition or capability question.

Book a call