Sigma Healthcare engaged Fragile to Agile after a series of acquisitions left the organisation with multiple major systems performing the same functions. They needed an experienced partner to create a business-needs-driven target state and roadmap that would rationalise technology, remove duplication, and position the organisation for future growth.
What Prompted Change?
Following a series of acquisitions, Sigma Healthcare inherited multiple core systems performing overlapping functions. This created unnecessary complexity, increased costs, and made it difficult to achieve consistent processes across the business. The situation prompted a strategic review of the technology landscape to identify opportunities for consolidation, improve efficiency, and ensure future investments were guided by a clear, business-driven plan.
Strategy in Action
Fragile to Agile was engaged to define a business-driven target state and multi-phase technology roadmap, following its proven roadmap development process. The engagement delivered a suite of strategic and architectural foundations to guide decision-making and execution, including an Information and Data Strategy, Data Reference Architecture and principles, Integration Reference Architecture and principles, and a Common Data Model with a supporting production guide.
To strengthen technology governance and ensure alignment with business priorities, Fragile to Agile also established security reference architectures and principles, along with architecture governance bodies and processes. These were supported by a technology roadmap and conceptual solution architecture, including architectural requirements for ERP replacement. Together, these deliverables provided the organisation with a clear, governed, and strategically aligned path to rationalise systems, reduce duplication, and enable future growth.
Delivering Meaningful Impact
Sigma Healthcare's new target state and supporting deliverables were formally endorsed by the executive, providing a clear and agreed direction for transformation. When significant market and organisational changes occurred, the roadmap was successfully adapted to reflect new priorities while maintaining strategic alignment.
Leveraging the business capability model, target state, and technology roadmap, the organisation successfully replaced three legacy ERP systems with a single SAP S/4HANA platform over a multi-year program. The conceptual solution architecture and defined architectural requirements guided both procurement and implementation, ensuring a smooth transition and retirement of outdated systems.
Fragile to Agile remained embedded throughout the transformation, providing ongoing architecture guidance, serving as an independent member of the transformation steering committee, and delivering board-level design assurance, ensuring the program stayed focused on delivering strategic outcomes.
