As operations scaled across projects and regions, a major engineering and construction organisation recognised that its existing technology landscape was no longer keeping pace with delivery demands. Fragmentation and inconsistency were limiting visibility and efficiency, prompting the need for a more structured, outcomes-driven approach to technology alignment and investment.
What Prompted Change?
As project volume and complexity increased, technology decisions were increasingly made at a local or project level to meet immediate delivery needs. Over time, this led to duplication, inconsistent processes, and limited visibility across the organisation.
Leadership recognised that without a clearer understanding of the current technology landscape and stronger architectural guidance, future growth would amplify these issues. This prompted a shift toward establishing greater consistency, improving governance, and creating a clearer line of sight between business objectives, technology investment, and project execution.
Strategy in Action
Fragile to Agile worked with the organisation across a structured, multi-stage engagement to establish a clear, outcomes-led direction for technology and digital investment.
The initial stage focused on creating a shared understanding of business intent and capability, clarifying what the organisation needed to achieve and how it currently operated. This included defining measurable outcomes, developing a Business Capability Model, assessing the current technology landscape, and identifying opportunities for greater standardisation across the operating model.
Building on this foundation, the second stage defined a future-focused target state and an executable roadmap to guide the transition from the current environment. The roadmap provided a practical sequence of initiatives, enabling informed prioritisation and investment decisions aligned to business outcomes.
In parallel, Fragile to Agile supported the organisation in strengthening control over existing tactical initiatives by establishing clear architecture principles and reference architectures across key domains, including integration, security, data, infrastructure, networks and process. This ensured that both roadmap initiatives and in-flight projects were aligned to the desired future state and moved the organisation in a consistent direction.
Delivering Meaningful Impact
The engagement established a strong foundation for sustained transformation by uplifting internal enterprise architecture capability and embedding practical ways of working across the organisation. Teams worked collaboratively to develop and apply architecture artefacts, building confidence in how these could be used to support planning, communication and decision-making.
The roadmap direction and transformation program were endorsed by leadership, providing clarity and alignment around the future technology journey. This enabled the organisation to progress confidently into business case development and solution selection for major transformation initiatives, including core platform renewal.
By treating the roadmap as a living asset, the organisation continues to use the architecture outputs to guide ongoing planning, communicate intent to stakeholders, and maintain alignment between strategy, investment decisions and delivery execution as the transformation evolves.
