1. Realising the benefits of a
multi-sourced IT delivery
Ideas in brief
3GAMMA
INSIGHTS

2. Successfully integrating the multi-sourced environment
3GAMMA INSIGHTS: IDEAS IN BRIEF
With increased multi-sourcing, customer organisations require a
comprehensive service integration capability to achieve their business,
financial and quality objectives.
 Companies operating in a multi-sourcing environment face several
challenges
 An inability to deliver a coherent set of end to end services
 Misalignment of service provider objectives with the business
strategy
 Lack of understanding of the implications of moving into a multi-
sourced model for the customer organisation
 A structured approach like COBIT 5 will help to ensure that the
responsibilities and overall objectives of all parties involved in
delivering the service are clearly defined and understood
 Building collaborative relationships with all internal and external
parties is a key enabler for success in a multi-sourced environment
 Strong financial control and rigorous tracking of benefits is key to
ensure that the change is effectively managed and that the anticipated
business value is ultimately realised

3. Are you getting stuck in the blame game?
3GAMMA INSIGHTS: IDEAS IN BRIEF
Service integration is becoming more common with the increase in
multi-sourcing, hybrid-cloud and off-shored services. There’s a growing
need for organisations to have a service integration and management
(SIAM) function, either internally or externally, to avoid getting caught in
the blame game.
 Increase in competition and flexibility motivates organisations to
outsource IT service components. Outsourcing and off-shoring are
growing at fast rates because of the resulting cost-efficiencies
 A primary challenge of service integration is ensuring that you are
realising the full potential of your mix of vendors
 Selecting a service model requires understanding the level of process
maturity of your operations, as well as that of the vendors
 External SIAM forces you to make the bigger strategic decisions,
thereby avoiding becoming bogged down in more trivial decisions
 If service integration management isn’t a core competency of your
organisation, involving an independent third party is the best step
forward

4. Successful transition of business application services
3GAMMA INSIGHTS: IDEAS IN BRIEF
Across many businesses, the way in which support for its key
applications is provided has changed over the past few years. It has
evolved from a model involving a combination of largely in-house
development and business teams, to delivery by experienced, dedicated
external support organisations or partners.
 In order to reach outsourcing objectives, a key success factor is to
provide clear overall management and coordination of the transition
programme
 The establishment of good governance for transition programmes is
essential and this should include all parties involved in the change
 A rigorous approach to managing transition programmes enables
significant benefits in support provision:
 Formally documented, tracked and reported service level
agreements
 Defined processes and clear responsibilities for all support
activities
 Agreed, communicated and guaranteed support hours
 Potential for extended hours of support

5. Unleashing IT's potential: delivering corporate value
through agile IT sourcing
3GAMMA INSIGHTS: IDEAS IN BRIEF
In a fast-paced economy, IT organisations must have the ability to
continuously acquire and integrate new capabilities in order to support
the business strategy, increase flexibility and improve efficiency. An
organisation can no longer rely on internal capabilities to stay
competitive; IT needs to become an agile service integrator that can
manage and govern a portfolio of ever-changing and evolving internal
and external capabilities.
 Acquiring capabilities through an agile approach to IT sourcing, will
enable IT to deliver increased value to the business
 In today’s market, there is an abundance of highly specialized vendors
and solutions available. IT needs to integrate these into existing
delivery models
 To realize the true value of IT sourcing, the sourcing strategy needs to
be linked to corporate objectives and not focus on isolated IT metrics
 IT sourcing should be leveraged to enhance the strategy execution on
a corporate level and not be a strategic objective in itself
Through an active management of the vendor portfolio, IT can identify
and leverage external capabilities in a flexible way without major one-off
sourcing transitions.