Responsible stewardship of energy and mineral resources requires strong alignment between policy intent, operational capability, and enabling technology. As responsibilities expanded and complexity increased, the organisation recognised that its existing technology landscape lacked a unifying direction.
Without a holistic view of current systems, future needs, and investment trade-offs, it became increasingly difficult to determine which initiatives should proceed, in what sequence, and with what level of funding. To move forward with confidence, the organisation sought a structured, business-led approach to shaping its future technology environment.
What Prompted Change?
Technology decisions were being made without a clear line of sight to business outcomes, leading to uncertainty around prioritisation, sequencing, and cost. There was no consolidated view of the target state or a practical roadmap to guide investment over time.
To address this, a competitive tender was undertaken to identify a partner capable of developing a business needs–driven target state architecture and a realistic, executable roadmap. The objective was to enable more informed decision-making, improve investment discipline, and ensure future initiatives aligned with strategic and regulatory priorities.
Strategy in Action
Fragile to Agile applied its proven Enterprise Architecture roadmap approach for mid-sized public sector organisations, working closely with stakeholders to define a clear and compelling future vision for the department’s digital environment.
This vision was translated into a practical, outcomes-driven program of work that mapped a path from the existing technology landscape to a future state aligned with business priorities and regulatory obligations. The roadmap was structured into a series of well-defined initiatives, sequenced to reflect dependencies, capability uplift, and delivery risk.
Each initiative was designed to incrementally realise elements of the target state, providing clarity on scope, timing, and value, while giving the department a disciplined and adaptable framework for progressing change over time.
Delivering Meaningful Impact
The target state and roadmap were endorsed at executive level, providing a clear basis for early investment decisions and enabling several foundational initiatives to be designed and progressed within existing budget constraints. This early momentum helped secure funding for broader implementation.
The roadmap quickly became a practical point of reference for technology decision-making, helping new ICT leadership identify priority focus areas and confirm which initiatives remained critical to delivering the future state. Over time, it served as a consistent guide for sequencing investments and maintaining alignment with departmental objectives.
The Business Capability Model and supporting artefacts were also used to onboard new ICT team members, creating a shared understanding of the current environment, the desired future state, and the pathway for progressing design and delivery across initiatives.
