A state-based electricity distribution network operator engaged Fragile to Agile to translate its long-term strategic vision into a coherent technology and systems plan. Responsible for operating and maintaining a large, geographically dispersed network of critical infrastructure, the organisation required a clear and integrated approach to technology planning that could underpin its future operating model, support regulatory obligations, and guide coordinated investment across systems and platforms.
What Prompted Change?
Having established a long-term strategic vision, the organisation faced the challenge of ensuring its technology landscape could effectively support the future operating model. Existing systems had evolved over time to meet specific needs, but lacked a cohesive, enterprise-wide view of how technology investments aligned with strategic priorities and regulatory expectations.
With increasing pressure to modernise critical infrastructure, improve operational efficiency, and demonstrate value through disciplined planning, there was a clear need for a more integrated approach. This highlighted the importance of developing a structured technology and systems plan that could bring clarity to investment decisions, manage complexity across the network, and provide a strong foundation for future change.
Strategy in Action
Fragile to Agile was engaged to design a target state solution architecture that could enable the future operating model and respond to the organisation’s evolving business demands. Working closely with executives and subject matter experts across the business, a technology and systems plan was developed that reflected the needs of all operational areas, underpinned by a comprehensive Business Capability Model.
The work began with a holistic assessment of the current technology landscape and its ability to support the proposed future state. This analysis informed the development of a clear, sequenced roadmap of initiatives required to transition from the existing environment to the target state.
To support effective execution, a governance model for solution and information architecture was established, including defined principles, decision forums, and assurance checkpoints. In parallel, a logical data model aligned to the Business Capability Model was developed to support analytics and integration needs, and extended into a canonical model to guide the design of customer management services. Together, these foundations provided a coherent and governable path for transformation.
Delivering Meaningful Impact
The work provided leaders and delivery teams with a clear, shared understanding of the organisation’s future technology direction and how it supports the future operating model. Enterprise-wide capability and data models became a common foundation for solution design, improving consistency and reducing fragmentation across initiatives.
A clear line of sight was established between strategic intent and technology investment, giving confidence that future initiatives were aligned, prioritised, and sequenced appropriately. Emerging technology trends were assessed and incorporated into target state designs, ensuring the organisation remained forward-looking while maintaining operational stability.
By explicitly planning for technology obsolescence, the organisation reduced exposure to unmanaged technical debt and ensured deviations from the target state were deliberate and justified. Design principles, supported by formal governance bodies and assurance processes, provided ongoing guidance and control, enabling strong architectural discipline while allowing flexibility where genuinely required.
