The aged care organisation engaged Fragile to Agile after a major CRM initiative failed to deliver its intended benefits. The goal: to regain clarity, reduce complexity, and realign technology efforts with organisational strategy and customer outcomes.
What Prompted Change?
The organisation had initiated a CRM project to create a single, integrated view of customers across its community, home, residential care, and housing services. However, the project led to overly customised and inefficient processes, ultimately falling short of delivering the expected value.
This prompted a reassessment of how technology decisions were being made and highlighted the need for a more strategic foundation, one that could reduce complexity, support long-term goals, and ensure future investments were aligned with business priorities.
Strategy in Action
Fragile to Agile was initially engaged to deliver a feasibility study for the next phase of the organisation's CRM program, with a focus on improving operational efficiency and service quality. This work involved the development of a business capability and outcomes-based target state architecture and roadmap, supported by an Integration Reference Architecture with defined principles and governance for application integration.
During the engagement, it became clear that a CRM solution alone would not be sufficient to achieve the organisation’s broader transformation goals. As a result, the scope was expanded to encompass a whole-of-service transformation roadmap.
To support execution, Fragile to Agile provided solution architecture services, along with ongoing implementation assurance through participation in the transformation steering committee. This role later expanded to include independent design assurance reporting directly to the Board.
In parallel, the organisation adopted the Fragile to Agile Benefits Realisation Framework, with key staff receiving targeted training and mentoring in architecture-led benefits management to support internal capability uplift.
Delivering Meaningful Impact
The aged care organisation anchored its new strategy with a clear target state vision and an executable service transformation roadmap, providing direction not just for technology, but for how services are delivered and experienced.
By shifting to a holistic, capability-aligned approach, the organisation broke down information siloes and enabled streamlined, end-to-end processes across service lines. This led to a measurable increase in customer intake and inbound referrals, while significantly reducing manual administration and improving staff satisfaction and retention.
A reimplementation of the CRM system was delivered in line with the new architecture, avoiding previous costly customisations and enabling a seamless onboarding experience and single view of the customer.
Fragile to Agile continued to support the program through ongoing architecture guidance, participating as an independent member of the transformation steering committee and providing board-level design assurance to ensure continued alignment with strategic outcomes.
This work contributed to national recognition for service transformation, with the organisation acknowledged for innovation in care delivery and its commitment to community connection and wellbeing.
