Realising the benefits of a multi-sourced IT deliveryIdeas in brief

3 G AM MAINSIGHTS

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

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

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

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.