A major Philippine electricity utility engaged Fragile to Agile to develop a business strategy–driven technology roadmap and uplift its internal Enterprise Architecture capability, building on successful work delivered within the broader group.
What Prompted Change?
The organisation recognised the need for a clear technology roadmap directly aligned to its business strategy, along with a stronger internal capability to guide ongoing architectural decisions. While operational and digital initiatives were underway, there was no unifying framework to prioritise technology investments or ensure consistency across the enterprise.
Having seen the value of a capability-led approach within other parts of the group, the organisation partnered with Fragile to Agile to replicate that success, establishing a strategic architecture foundation, upskilling internal teams, and enabling more effective planning and execution of technology initiatives.
Strategy in Action
Fragile to Agile partnered with the organisation to deliver a business strategy–driven technology roadmap, covering the full scope of its planned digital transformation. An interim roadmap was developed first, combining foundational initiatives with early-value drivers to support immediate execution and momentum.
To strengthen alignment across the broader group, Fragile to Agile supported the joint establishment of governance principles, forums, and processes, alongside the development of reference architectures across the data, security, integration, and infrastructure domains.
Capability uplift was also a key focus. Enterprise and Solution Architects from across the organisation participated in an interactive, activity-driven training program designed to equip them with the skills and frameworks needed to lead delivery of the roadmap.
Following initial execution, Fragile to Agile supported the organisation’s first annual roadmap refresh and developed a tailored view for the Distribution business unit, ensuring strategic priorities remained relevant and actionable at both group and divisional levels.
Delivering Meaningful Impact
Fragile to Agile helped establish the core capabilities of business and enterprise architecture, embedding them into both day-to-day operations and the broader transformation program. This created a consistent foundation for strategic decision-making and ongoing delivery.
As part of the transformation, two key value streams, for documentary standards and reference standards, were defined and implemented, along with several supporting processes designed to improve operational effectiveness across multiple layers of the organisation.
To strengthen data practices, new data management concepts were introduced, including clear information ownership and stewardship models. A case-based workflow was developed to streamline business processes, boosting both productivity and quality.
A fit-for-purpose Business Process Management (BPM) solution was selected and used to implement several high-value processes in the reference standards value stream. To support sustainability and internal capability growth, a BPM Centre of Excellence was also established, positioning the organisation to lead ongoing improvement and innovation from within.
