All organizations want to reduce risk and maximize return on current investments, especially during tough times when spending for new IT dwindles and resources are redirected towards improving existing infrastructure. Given that infrastructures tend to be the result of evolution - in other words, survival of the highest switching cost and not a grand architectural plan - they seldom accommodate adjustment, much less the introduction of new software or services. Furthermore, the risk of failure or miscalculation can equate to disruption in business operations.
Enter the newer agile development methodologies whose mission is to solve problems incrementally, constantly adjusting design to meet uncovered constraints and correcting project goals to meet discovered requirements. A mindset and approach that bridges the need for executive oversight with the realities of technical innovation/renovation. TDI is designed from the bottom-up for this purpose.
That's why TDI is bundled with a growing number of IBM products and being adopted by more and more of business partners: It uniquely "closes the gap" between product functionality and client expectations. Rapid try/test/refine cycles with TDI reduce projects to manageable steps that provide feedback for stakeholders, enabling risk re-assesment and course correction.
In particular, thanks to Avery Salmon for stepping up to the plate here :)