A summary of the key Insights from 3gamma Insights - Driving business value through IT innovation. Get in touch with 3gamma for more information.

1. 3gamma Insights: Driving business value through IT innovation
Ideas in brief
Jens Ekberg, Director Head of Group Insights

2. Disruptive technologies and turbulent change
demand new IT capabilities
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3gamma Insights: Idea in brief
Technological disruption is impacting IT organisations that must develop new capabilities to
meet ever-changing business requirements. 3gamma has defined five essential capabilities
that we consider to be the pillars of a modern IT organisation:
 Business insight
The capability to understand, anticipate and participate in the formulation of the
strategic business direction
 Innovation insight
The capability to drive, understand and embrace technological innovation—and take it
from concept to enterprise class application and solution
 Market insight
The capability to understand vendors’ capabilities in new technologies and their
capacity to support the business
 Business change management
The capability to drive change based on a clear understanding of the business, the
opportunities of new technologies and new delivery models
 Vendor change management
The capability to manage a complex portfolio of vendors and different delivery models,
including their respective lifecycles

3. Devising pragmatic and effective ways of
working is a top priority for IT
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3gamma Insights: Idea in brief
IT’s ability to acquire and integrate new capabilities has become increasingly important.
Cloud-based delivery models increase access to new solutions and the lifecycles of existing
solutions become more and more compressed.
To become agile, IT organisations need to…
 Shift focus from internal processes to outside events
 Increase communication efforts – both in frequency and in width
 Shift focus from big bangs to continuous improvements
 Focus on removing obstacles to flexibility and agility
…but not everything is innovation and development
 Robust deliveries are still key for major parts of IT but not suitable or compatible with
innovation activities and approaches
 IT needs to operate in two different modes: agile and explorative vs. planned and
predictable
 Different logic requires different organisations

4. IT needs to move from passive procurement to
active service integration
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3gamma Insights: Idea in brief
IT’s ability to acquire and integrate new capabilities has become increasingly important.
Cloud-based delivery models increase access to new solutions and the lifecycles of existing
solutions become more and more compressed.
There is an ongoing shift from cost focused outsourcing to value creation and capability
acquisition. Companies are looking for partners that can contribute with a piece of the
innovation puzzle. They are looking for a unique competitive capability that complements their
internal capabilities.
 IT needs to become an agile service integrator that can manage and govern a portfolio of
ever-changing internal and external capabilities
 IT sourcing needs to move from being oriented towards transactions to relationships and
joint innovation, this requires a life-cycle and portfolio approach to IT sourcing
 Companies should “forget about outsourcing and think smart-sourcing” and adopt new
collaborative contract models and a supporting operational model

5. Strategic technology management is critical
to align IT and the business
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3gamma Insights: Idea in brief
To realise the true value of technology, companies should actively align their technology
management with their strategic logic (customer intimacy, operational excellence or product
leadership). Strategic technology management is key to align the underpinning IT architecture
with the business model.
1. Perform a gap analysis to understand alignment between business processes and current IT
architecture. Identify the preferred position for each business process/business domain
2. Map the preferred position to the required IT architectural pattern to define the primary
purpose and ensure business alignment
3. Define performance indicators for integration and development within the company, e.g. in
the dimensions of time to market, stability and/or cost
4. Implement the IT architecture and integration using iterative methodologies, i.e.
incremental value realisation, to avoid a big-bang approach. Measure continuously and
provide feedback across the organisation, both to business customers and within IT
5. Continuously improve the IT and integration architecture through feedback and learning
mechanisms and by revisiting the assumptions for the design regularly (frequency
depending on the frequency of business change)