Leadership at Cariad also seems to have a background in mechanical engineering, so those processes translate. You need people with hands-on software engineering experience to create a new culture that works for software development.
Am not sure about Cariad leadership, but the three failed projects I have been part of, the leadership was adequately technical(some mechanical, some aeronautical, some electrical, some material and many other, but they had been removed from the ground for so long that they mostly forgot how the actual engineering works and start hiring expensive consultant-management to insulate themselves from all liabilities of dealing with the actual people.
I kid you not, one of the failed project had only 1/7th of actual engineers building the software(and partially hardware), 4/7th were mostly leadership and management and rest 2/7th mostly HR, finance, regulation, legal, supply chain etc. And out of that 1/7th, only 10% were inhouse engineers, rest were expensive rented consultants, who were mostly busy doing politics.
The other two were slightly healthy ratio but managed to burn out the hardworking people by not understanding the actual requirements and introducing 200 steps of red-tape on everything.
