A major Australian energy organisation partnered with Fragile to Agile to address a core challenge in its Production Operations division: outdated, high-cost systems were failing to support a lean operating model, resulting in inefficiencies, siloed data, and poor user experience.
What Prompted Change?
The organisation’s Production Operations division was facing persistent challenges with its digital systems. Core applications were outdated and poorly integrated, leading to high-cost, multi-year implementations that frequently underdelivered. Teams were grappling with clunky, proprietary platforms that created significant inefficiencies, offered limited value, and required engineers to fill functional gaps manually.
With a lean operating model and increasing pressure to improve system agility, it became clear that a new approach was needed. The lack of a cohesive, scalable technology strategy was hindering the organisation’s ability to operate efficiently and evolve. In response, architecture expertise was brought in to reimagine the technology landscape and lay the foundation for smarter, more sustainable solutions.
Strategy in Action
To enable change within its Production Operations function, the organisation engaged Fragile to Agile to provide a mix of strategic advisory and delivery support. A clear Target State Architecture and Technology Roadmap were developed to guide the shift from a monolithic legacy environment to a more modular, agile technology ecosystem.
To support execution, additional expertise was embedded across the digital team, spanning Solution Architecture, Business Analysis, Data Architecture, and Project Management, to accelerate progress and strengthen internal capability.
Fragile to Agile also supported the organisation in adopting an Outcome-Based Procurement approach, defining solution requirements and managing vendor selection across several critical domains, including Asset Performance Management, Process Safety, and Field Services.
The introduction of Business Capability Modelling created a common language for aligning technology with business needs, while data initiatives focused on the development of a harmonised global asset data model, setting the foundation for consistent reporting and improved decision-making across the enterprise.
Delivering Meaningful Impact
The roadmap was formally endorsed by executive leadership and became the foundation for coordinated delivery across the organisation. Thirteen key initiatives have since been successfully executed, with the roadmap maintained as a living artefact, regularly updated to reflect evolving priorities and shared with relevant stakeholder groups.
Architecture governance frameworks—including artefacts, forums, and processes, have been fully adopted and are now operational across the wider organisation, supporting more consistent and aligned decision-making.
Periodic reviews and updates to the technology target state and enterprise architecture artefacts ensure continued relevance and alignment with strategic direction, reinforcing architecture as a core enabler of change and investment planning.
