Pilmico engaged with Fragile to Agile to tackle a significant challenge: outdated technology solutions and the absence of a clear transformation plan to align these systems with key business strategies and strengthen their ability to support the people, communities, and organisations they serve.
What Prompted Change?
Pilmico was operating with aging technology solutions and lacked a defined plan to modernise its systems in support of future growth. Existing platforms were fragmented and no longer fit-for-purpose, making it difficult to align technology with emerging business strategies or deliver consistent value to customers, communities, and partners.
There was limited visibility across systems, siloed data, and an over-reliance on manual processes, all of which constrained decision-making and responsiveness. Without a clear roadmap for change, Pilmico risked falling behind operationally and strategically, unable to scale or adapt effectively in a rapidly changing environment.
Strategy in Action
To support future innovation and align with broader digital transformation goals, Pilmico recognised the need to evolve its technology landscape. Working with Fragile to Agile, a staged roadmap was developed to prioritise key initiatives in line with strategic objectives. This roadmap was formally endorsed and funded at the board level, creating a clear foundation for technology investment.
Execution began with high-impact projects, including the replacement of a legacy ERP system and the establishment of a modern integration platform. When the COVID-19 pandemic disrupted traditional routes to market in 2020, the roadmap’s flexibility enabled the organisation to respond quickly. A digital sales platform, originally planned for later, was accelerated to provide an alternative channel, supporting continuity and resilience.
Fragile to Agile also worked with the broader group to define governance frameworks across Data, Security, Integration, and Infrastructure. These included principles, processes, and reference architectures designed to ensure alignment and accountability. Tailored training programs in Enterprise Architecture and Outcomes-Based Procurement equipped internal teams with the capabilities needed to drive and sustain transformation. Together, these efforts have laid the groundwork for long-term success across the group.
Delivering Meaningful Impact
The transition from a legacy ERP system to a modern, strategic platform was guided by enterprise architecture artefacts, including a capability model and staged roadmap. These artefacts enabled better alignment between technology initiatives and business priorities.
The modular nature of the roadmap proved critical during the COVID-19 pandemic, allowing the organisation to swiftly reprioritise and accelerate key initiatives, such as the development of a digital sales platform, to maintain continuity and reach customers through new channels.
Data lake technology was introduced and integrated into the roadmap, unlocking real-time visibility and insight across business functions. This shift to data-driven decision-making has improved operational responsiveness and strategic planning.
To ensure consistency and long-term sustainability, governance principles and reference architectures for data, security, integration, and infrastructure were developed and adopted. These frameworks are now fully embedded across the group, creating a common foundation for future innovation and investment.
