A national rail infrastructure operator launched a multi-year program to uplift safety practices across its workforce, processes, and technology environment. With more than 2,000 staff and responsibility for a vast rail network, the scale and complexity of change required clear direction. The challenge was to ensure that investments made under the program would not only address immediate compliance needs but also align with longer-term strategic objectives. To achieve this, the client sought architectural support to create an enterprise-wide target state and roadmap that could bring together people, processes, and technology into a coherent, future-ready framework.
What Prompted Change?
The scale of the Safe Work program made it clear that isolated initiatives would not be enough. With significant process and technology change on the horizon, the client needed a unifying architectural approach to avoid duplication, ensure interoperability, and provide a clear line of sight from strategy to delivery. The risks of fragmented systems and inconsistent processes were too great in an environment where safety and reliability are paramount. A structured target state and roadmap were required to guide investment, sequence projects, and give leadership confidence that the program would deliver sustainable, enterprise-wide outcomes.
Strategy in Action
Fragile to Agile applied its proven roadmap development service, structuring delivery in two phases. The first focused on exploring the current business and technology landscape to establish a clear foundation for how technology could better support the objectives of the Safe Work program. This diagnostic work created a shared view of capability gaps and opportunities, setting the stage for more strategic planning.
In the second phase, Fragile to Agile defined the target state solutions and architecture needed to address the program’s strategic concerns. An implementation roadmap was produced to prioritise initiatives, including several high-impact tactical projects that required immediate attention.
To support execution, the client also engaged Fragile to Agile through its Architecture-as-a-Service model, providing on-demand architectural expertise to maintain momentum and ensure alignment throughout the life of the program.
Delivering Meaningful Impact
The engagement not only produced a clear target state and roadmap but also strengthened internal capability. The client’s enterprise architect and project team worked alongside Fragile to Agile, gaining hands-on experience in developing architecture artefacts and building confidence in applying them beyond the program.
The roadmap was formally endorsed by senior leadership, providing the authority to operationalise approved changes. This allowed immediate commencement of priority projects while larger strategic initiatives moved through formal approval processes.
Key artefacts, such as the business capability model, have since been reused across the client’s planning activities, helping to guide future technology changes and projects. The work was well received and continues to shape the client’s approach to architecture and design, providing a practical foundation for ongoing strategic investment.
