Connect your people, processes, applications and infrastructure with the costs and risks behind them. Follow the relationships to see what a change could affect.
One graph. Many lenses. Each discipline looks at the same organisation from a different angle. How STATE3 stays current →
The five lenses read one model. It connects twelve kinds of knowledge, from people and processes to contracts and locations.
Most organisations we work with aren't missing data. They have an application list in a spreadsheet, a CMDB that was accurate at go-live, architecture diagrams from the last programme, contracts in a finance system, risks in a register, and a good deal of context that exists only in the heads of four or five long-serving people.
Each of those is a reasonable record of one thing. None of them records how any of it relates. So when someone asks what a change will affect, the work starts again: find the right people, check whether the spreadsheet is current, draw the diagram on a whiteboard, and hope nothing was missed.
Collecting another list of applications doesn't fix that. The hard part is knowing how they connect to everything else.
STATE3 holds the records most organisations keep in separate places, along with the relationships between them. The twelve groups are a way to describe the model, and each one is listed under the picture.
AI assistants are a way to query the model, so they are not one of the twelve: see how MCP access works.
Three screens from STATE3 Enterprise, taken in an example local government workspace. The data in them is sample data.
Choose a system and follow its direct and indirect dependencies. In this example an ERP application is selected, and the panel beside the diagram lists what is affected if it fails, one step out and then two.
request and change management
The application inventory lists each application with its type and its business criticality.
application portfolio management
Each vendor contract is placed at its expiry date, so you can see which renewals are coming and when.
IT financial management
Most organisations do not know the state of their own technology in any complete way. Getting from invisible to understood is why STATE3 exists, and where the name comes from.
State 1
State 2
State 3
None of these is a hard question. Each is hard to answer because the answer is spread across six systems and several people's memory. STATE3 holds the connections, so each one becomes something you look up.
APM
ITFM
RiskAPMThe questions change with who is asking: see them for IT operations and for CIOs. You can also ask them in plain English through an AI assistant over MCP.
Every CMDB you have used drifted. Ours would too, if the only thing keeping it current was people remembering to update it. So STATE3 takes information from three directions and treats them differently: scheduled connectors pull from source systems that already know the answer, bulk import covers what no connector reaches, and people edit directly where judgement is needed. Once a person has edited a field, automation does not overwrite it. STATE3 records where each fact came from and when it was last confirmed.
An AI assistant can write a decent migration plan. It cannot tell you what your migration would affect, because it has never seen your estate. STATE3 already holds that context, and the STATE3 MCP server lets an authorised AI client ask questions of it.
The model is not given a copy of your organisation. It asks STATE3, and STATE3 answers within the permissions that user already has, so the organisational knowledge stays where it is governed. We backed MCP because it is an open standard: whatever your team uses this year, and whatever replaces it, connects the same way. The exchange on the right illustrates the kind of question an AI client can put to STATE3, and what the answer looks like.
Renewals, audits, ministerial questions, mid-flight change programmes. The common thread is that decisions have to be explained to someone who was not in the room, whatever the size of the organisation.
Ratepayer money is finite and the spend is public. See what a system costs, what it supports and what replacing it would involve before the question is asked at a council meeting.
Ministerial questions arrive with hours of notice. “What depends on what” becomes something you look up rather than convene a meeting about.
Federated faculties, decentralised IT, and nobody holding the whole picture. STATE3 keeps that picture current as departments reorganise around it.
Operational technology and corporate IT run on different assumptions. STATE3 maps where they meet, so neither side is surprised by the other’s change.
Continuous operation and no real maintenance window. Impact has to be understood before the change is scheduled, not during it.
What changes, whatever the sector:
We talk through your goals and the specific problems in your environment. About 30 minutes.
We show STATE3 Enterprise on data shaped like yours, so you can see how it would work for you.
A short, scoped engagement using your real data, so you can judge it on your own estate rather than a demo dataset.
A 30-minute call, and we will tell you whether STATE3 fits what you are dealing with.
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