A long-established Australian manufacturing and technology group engaged Fragile to Agile to help address a critical challenge: its legacy ERP system, spread across multiple business units, was limiting efficiency, complicating decision-making, and constraining future growth. With a major technology transformation on the horizon, the organisation needed to build internal Enterprise Architecture capability, establish clear guardrails, and ensure its next ERP selection was driven by measurable business outcomes, not just system features.
What Prompted Change?
Decades of growth and diversification had left the organisation operating with an ageing, highly customised ERP that no longer matched the needs of its multiple business units. Processes varied widely across teams, data was fragmented, and the system lacked the flexibility required to support evolving customer expectations and market demands.
At the same time, leaders recognised that major technology investment was approaching, and without a structured Enterprise Architecture capability, there was a real risk of choosing a solution that solved today’s issues but created tomorrow’s constraints.
This combination of legacy systems, inconsistent processes, and the need for a confident, business-driven ERP procurement created a clear catalyst for change.
Strategy in Action
Fragile to Agile began by developing a detailed Business Capability Model spanning all 17 operating companies, giving leadership a unified view of how the group functioned and where alignment or variation was required. This model became the foundation for assessing which capabilities could be standardised under a single ERP and where unique configurations or separate modules were necessary to support legitimate business differences.
Using these insights, we defined the target state architecture for the future ERP environment, including the key interfaces needed to integrate with supporting systems across the group. We then built a business-outcomes-driven RFP to ensure the chosen solution aligned with the desired target state rather than simply replicating legacy processes.
Finally, we worked with stakeholders to reshape the implementation roadmap and business case, ensuring both reflected the architectural vision and provided a clear, sequenced path for the transition to a new, more cohesive ERP landscape.
Delivering Meaningful Impact
The program delivered a unified ERP platform across all operating companies, replacing legacy systems and establishing a consistent, group-wide foundation for future growth. Implementation was completed in just two and a half years, six months ahead of schedule, and finished 10% under the original budget.
The successful decommissioning of the legacy ERP removed ongoing cost and complexity, while the new solution provided a more streamlined, reliable and scalable environment for the organisation’s diverse operations. By grounding the transformation in clear business capabilities and a well-defined target state, the organisation achieved a faster, more cost-effective transition with long-term benefits for efficiency and decision-making.
