Coherence is the ability to discover new-potentially profitable-combinations of various types of knowledge assets where complementarity is the basis for relevant combinations. Assets are considered complementary if doing (more of) any one of them increases the returns to doing (more of) others. Despite its strategic importance, few studies have addressed the issue of coherence in the Information Technology (IT) industry. This paper develops a novel methodology assess the extent of complementarity and coherence in the IT firms grounded in 'sensemaking', evolutionary economics, and strategic management. This paper uses managerial perspective for defining businesses. Managers and IT experts identify a typical IT firm based on the dimensions of applications (verticals) and specializations (service lines). Another feature of this paper is the use of survivor principle for assessing complementarity. The results on complementarity suggest that in case of applications, the boundaries between Transport & Ports and Airlines & Railways are getting blurred and these could become a generic combination. Similarly, in case of specializations Software maintenance migration and RDBMS, Datawarehousing & Datamining could become a generic combination. The results also suggest that there is substantial scope for improvement in coherence in both applications and specializations. Analysis of coherence also indicates greater fungibility of knowledge in applications than knowledge in specializations. Another finding is that the IT firms retain coherence with large number of applications but not with large number of specializations. Finally, as the number of applications and specializations reach a critical limit, the average coherence shows a definite decline.