Ten years ago, government had little in-house digital capability and outsourced most technology programmes.47 The Cabinet Office blamed the failure of many programmes in the past on too much outsourcing of poorly understood services, and insufficient resourcing of the intelligent client function within departments.48 For example, NHS England did not believe it had the skills in-house to transform primary care services, but also did not know enough about those services to be able to set the supplier achievable performance standards. The supplier underestimated the scale of the task, and patient safety was potentially put at risk.49 The National Law Enforcement Data Service programme needed to manage multiple supplier contracts but did not take enough ownership of technical development work, and had limited ability to integrate the work and the way the suppliers needed to work together.50 Working with large suppliers is an important way to access the experienced delivery expertise which the Cabinet Office accepts it still does not have enough of.51