A large Australian public safety and law enforcement agency engaged Fragile to Agile to strengthen its enterprise and solution architecture capability. Operating across a wide range of operational, investigative and support functions, the organisation required consistent, high-quality architectural input to support decision-making, manage complexity, and ensure initiatives across the enterprise were aligned to strategic and operational priorities.
To meet these demands, the agency sought a partner that could provide both depth of expertise and scalable capacity, while working effectively across diverse stakeholder groups and delivery contexts.
What Prompted Change?
The scale and diversity of initiatives across the organisation placed increasing pressure on existing architecture capacity and consistency. Different parts of the enterprise required architectural support at varying levels of depth and urgency, making it difficult to maintain common standards, clear governance, and alignment to strategic intent.
This highlighted the need for a more structured and dependable approach to architecture services, one that could provide consistent quality, flex with demand, and support both operational priorities and longer-term strategic outcomes across the organisation.
Strategy in Action
Fragile to Agile was engaged through the organisation’s Architecture Services Panel to provide scalable architecture capability across multiple domains, including enterprise, solution, business, information, application, infrastructure and security architecture.
Working alongside internal teams, Fragile to Agile supported a wide range of initiatives by providing structured architectural analysis, clear documentation of existing environments, and forward-looking design guidance. This included developing and applying consistent assessment methodologies, producing enterprise-wide models and roadmaps, and offering strategic advice to technology leadership to support informed decision-making.
Across the engagement, Fragile to Agile contributed to the design of future-state architectures and investment cases for critical operational and digital initiatives, strengthened integration and network strategies, and helped clarify the relationship between business capabilities, technology platforms and operational processes. Visual artefacts and models were used extensively to communicate complex concepts clearly across technical and non-technical stakeholders, enabling alignment and momentum across the organisation.
Delivering Meaningful Impact
The engagement established a strong, enterprise-wide foundation for clearer communication and more confident decision-making. Non-technical architecture artefacts enabled meaningful discussion across the organisation on future funding, risk management, strategic opportunities and long-term direction. In particular, the introduction of an isometric Business Capability Model provided a shared language that resonated with senior leadership and became a reference point for broader strategic conversations.
The use of a digital twin of core operational systems enhanced the organisation’s ability to plan, analyse and optimise. Decision-making across release planning, troubleshooting, risk and impact analysis, effort estimation and process improvement was significantly strengthened through improved visibility and modelling of operational environments.
Security, delivery and operations practices were brought together through a more integrated DevSecOps approach, enabling better threat modelling, automation, continuous monitoring and collaboration across teams. At the same time, operational data became more readily available to support real-time analytics, improving planning, resource allocation and intelligence-led decision-making across both frontline and back-office functions.
The quality and impact of the work were recognised internally, with a Fragile to Agile team member receiving an organisational award for their contribution to a significant program.
