A large, diversified holding group engaged Fragile to Agile to strengthen how technology strategy was shaped and governed across its portfolio of businesses. Operating across multiple industries and regulatory environments, the organisation needed a consistent way to translate corporate strategy into technology direction while balancing local autonomy with group-wide alignment.
To support this, the group sought to uplift its internal enterprise architecture capability and establish a clear, business-led roadmap that could guide technology investment, improve coherence across operating companies, and enable sustainable decision-making over the long term.
What Prompted Change?
As the group continued to evolve across multiple operating companies, technology decisions were increasingly being shaped locally, often in response to immediate needs rather than group-level strategic intent. While this approach supported short-term autonomy, it made it harder to maintain coherence, manage risk, and ensure that technology investments collectively supported long-term sustainability goals.
This highlighted the need for a stronger, strategy-led foundation that could provide clear direction while still allowing flexibility at the operating company level. In particular, the group recognised the importance of establishing shared architectural principles, improving visibility of the current technology landscape, and building internal capability to guide decision-making consistently over time.
Strategy in Action
Fragile to Agile worked with the large diversified holding group to translate corporate strategy into a clear, executable technology roadmap capable of guiding transformation across a portfolio of operating businesses. The roadmap addressed the full scope of planned digital change, ensuring technology investment was directly aligned to long-term strategic intent.
Ahead of the roadmap, Fragile to Agile supported the establishment of an enterprise architecture capability by assessing current maturity, defining interim and target states, and outlining a practical path for uplift over time. This created a strong foundation for consistent, informed decision-making at both group and operating-entity levels.
In parallel, Fragile to Agile supported the establishment of group-wide governance principles, bodies and processes, complemented by shared reference architectures across data, security, integration and infrastructure. These artefacts enabled alignment where required, while preserving appropriate autonomy across individual businesses.
To embed the approach, Fragile to Agile delivered interactive, activity-driven training and supported early governance cycles, providing ongoing architecture-as-a-service to help the organisation measure progress, build confidence, and continuously evolve its enterprise architecture capability.
Delivering Meaningful Impact
The technology roadmap was endorsed by leadership and transitioned into active execution, establishing a clear and shared direction for transformation across the group. The roadmap was treated as a living asset, enabling initiatives to be progressed, tracked and communicated in a consistent and transparent way.
A significant number of roadmap initiatives were successfully delivered, demonstrating the practicality and credibility of the approach. Ongoing maintenance of the roadmap ensured it remained relevant as priorities evolved, supporting continued alignment between strategy, investment decisions and delivery activity.
Enterprise architecture governance artefacts, bodies and processes were embedded and operationalised across the group, providing a sustainable mechanism for guiding technology decisions and managing change. Periodic refreshes of the target state, roadmap and supporting architecture artefacts ensured ongoing alignment with shifting organisational priorities and long-term strategic objectives.
