This paper deals with a case of organisational change triggered by a process of digital transformation. It describes the management of change activated in the Supreme Court of Cassation in Italy. The project involved different actors and one of the main criticalities to deal with was the need of communication among people with different background and languages. We analysed how external consultants acted as knowledge brokers to facilitate the knowledge transfer process in a team. The consultants acted in facilitating the alignment of different languages and lenses using visualising tools and focusing on boundary-spanning activities