After many years managing IT services, I’ve come to an interesting — and somewhat unexpected — conclusion. Despite the constant evolution of technology, the core challenges of IT management have changed very little.
Yes, tools have transformed. Cloud computing replaced on-premises servers. Agile frameworks took over from waterfall models. AI is reshaping operations. But in most of my consulting work and among my students, I still see the same systemic problems repeating themselves. And they usually have less to do with tools — and more to do with how we manage them.
We live in a time of abundant technology, yet many organizations struggle not because of lack of innovation, but because of lack of management maturity. The conversation often focuses on products, platforms, or upgrades. But few teams stop to ask: What’s our method? What’s our system? What’s our governance?
In this article, I want to explore the real-world challenges of IT management today, based on experience, not theory — and highlight the solutions that modern professionals need to adopt if they want to deliver strategic value.
The False Promise of Technology Alone
There’s a common belief that new tools will solve old problems.
- “Let’s migrate to the cloud and everything will be easier.”
- “If we adopt this platform, we’ll automate everything.”
- “We need a new dashboard, then we’ll have visibility.”
But what I’ve consistently observed is this:
Tools amplify existing management. They don’t replace it.
If you lack structured processes, poor communication, or undefined responsibilities, adding technology won’t fix the issue — it may even make it worse.
I’ve worked with companies that had world-class software but were still struggling with delivery, alignment, or user satisfaction. Why? Because their IT management foundation was weak.
Technology should serve a system. Without that system, investment becomes expense — not value.
The Core Responsibilities of IT Management
IT management isn’t just about infrastructure or support tickets. It’s a broad and strategic discipline that includes:
- Service delivery: Ensuring users and business units receive reliable, secure, and efficient technology services.
- Project management: Planning and executing technology initiatives with clear scope, deadlines, and outcomes.
- Governance and compliance: Managing risk, data security, and regulatory requirements.
- Team leadership: Hiring, enabling, and guiding technical professionals.
- Strategic alignment: Making sure IT is not a silo, but a strategic enabler of business goals.
- Budget and vendor management: Handling contracts, negotiations, and cost-benefit analysis.
- Change and incident management: Responding quickly to problems and adjusting to evolving needs.
It’s a lot. And it requires not only technical understanding — but management capability.
Common Challenges Faced by IT Managers
Based on my years of consulting and teaching, here are the challenges that come up most frequently — regardless of industry or location:
1. Lack of Clear Processes
Many IT teams operate reactively. There’s no consistent methodology for handling tickets, rolling out updates, or prioritizing work. This leads to overload, bottlenecks, and inconsistent quality.
Solution: Adopt service management frameworks like ITIL, which provide a structured approach to handling incidents, requests, changes, and problems. Even applying just two or three ITIL processes (e.g., incident management + change control) can bring significant stability.
2. Disconnected Strategy and Operations
IT often works in isolation from business strategy. As a result, teams end up building solutions that don’t align with real needs, or that lack the support of executives.
Solution: Use frameworks like COBIT or Balanced Scorecard to link IT goals with business objectives. This builds visibility, credibility, and ensures IT is seen as a partner — not a cost center.
3. Talent Retention and Leadership Gaps
Skilled professionals are hard to find and harder to retain. At the same time, many technical leaders lack training in people management, which creates internal friction and burnout.
Solution: Invest in leadership development, coaching, and structured feedback. Leadership in IT isn’t about knowing the most — it’s about creating systems where others can thrive.
4. Tool Overload Without Integration
Many IT environments use too many disconnected tools: one for tickets, another for projects, another for assets, etc. This leads to duplication, confusion, and wasted time.
Solution: Consolidate tools where possible, but more importantly: define processes first, tools second. Tools should serve clear workflows — not create them.
5. Low Executive Awareness or Buy-In
In many mid-sized companies, C-level executives still see IT as a “support” area. They’re unaware of modern management models or the strategic role IT can play. This results in underfunding, undervaluing, and underrepresentation of the IT function.
Solution: Educate leadership. Present IT initiatives not as “technical upgrades” but as business enablers. Use metrics that translate value: reduced downtime, faster time to market, improved customer experience.
Why Frameworks Still Matter in 2025
In recent years, I’ve noticed a pushback from some professionals saying frameworks are outdated — or that they slow innovation.
But frameworks like ITIL, COBIT, PMBOK, or even Agile methods like Scrum still offer tremendous value — if applied with intelligence and adaptability.
They give you:
- A shared language for complex problems
- Clear roles and responsibilities
- Ways to measure maturity and improve processes
- Structured methods to handle change and growth
In one of my European clients — an investment firm — COBIT was essential to meet compliance requirements and improve control. It wasn’t about bureaucracy. It was about building confidence and predictability.
In Latin America, I’ve seen greater resistance — often due to lack of awareness. But when frameworks are introduced as tools for clarity, not as rigid rules, adoption increases — and so does performance.
From Technical Execution to Strategic Management
The biggest shift IT managers need to make is moving from reactive executors to strategic enablers.
That means:
- Knowing the business
- Managing teams with empathy and structure
- Using metrics to show value
- Building long-term plans — not just solving this week’s issue
- Facilitating innovation — not just maintaining systems
This is not about “becoming less technical.” It’s about expanding your lens.
If you can combine technical credibility with management maturity, you become a rare — and highly valuable — professional.
My Personal Reflection
Even after years managing services, I still revisit the same truth: systems matter more than tools.
I’ve seen organizations spend millions on technology — only to underdeliver because they lacked methods. On the other hand, I’ve seen small teams with limited resources perform above expectations simply because they had structure, discipline, and alignment.
Resources, tools, and people are essential. But without a system of management, you’ll be constantly reacting — instead of building.
That’s why I continue to study, teach, and apply management frameworks. Not because they’re fashionable. But because they work.
Final Thought
IT management in practice is not about mastering tools. It’s about designing systems that deliver consistent value — even in complexity.
If you want to lead in IT, stop focusing only on what you’re using — and start focusing on how you manage what you have.
Frameworks, methods, and leadership maturity are the real differentiators.
On this blog, gestaoti15.com, I share real insights from the field — not just about technology, but about how to manage it with purpose, clarity, and strategic vision.