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How Mature Is Your IT Operation?

Tom Hayes

According to a new survey by Kaseya, 89 percent of IT groups in mid-sized companies are still in the early stages of IT management maturity and focus on day-to-day IT management tasks that are often time-consuming and manual. The remaining 11 percent have achieved higher levels of maturity and are reaping benefits in important ways for the business.

The survey, based on input from mid-sized enterprises globally, compares the practices of IT departments in faster growth companies with those in slower growth companies, and compares the practices of more mature IT organizations with those of less mature IT organizations. The results provide visibility into the practices IT departments are following to manage not only their complex set of existing technologies, but also new cloud-based infrastructure and applications, mobile devices and more.

The survey findings suggest how IT groups can do more to drive the effectiveness of both IT and the business using the limited resources they have. Results indicate that by using automation more comprehensively for both routine tasks and problem avoidance and by fully embracing cloud technologies, IT groups can spend more of their time on strategic projects that contribute to end-user productivity and drive the success of the business overall.

Other highlights from Kaseya's 2015 survey include:

■ Bigger doesn't mean better. The survey shows no correlation between the size of a company and its IT management maturity level, indicating that companies of all sizes can benefit from investments in maturing their IT operations.

■ Higher IT management maturity levels can be associated with greater revenue growth. For companies who grew their revenue at greater than 10 percent between 2013 and 2014, 36 percent were considered to have reached the highest maturity levels, versus 11 percent for the general population in the study.

■ Two-thirds of companies at the highest IT management maturity levels have formal service level agreements (SLAs). For more than half of these companies, meeting their SLAs is mandatory.

■ IT organizations at the highest levels of maturity are almost twice as likely to report that they drive IT decisions, instead of their CEO or CFO.

"Most IT groups in mid-sized companies find that they don't have enough time to invest in strategic projects," said Loren Jarrett, CMO for Kaseya. "Our survey results suggest that by adopting the practices of mature IT organizations, including automating IT management activities, standardizing and streamlining processes, and leveraging cloud services, IT groups at companies of all sizes can free up more time and resources to focus on projects that will drive results for the business."

Tom Hayes is Vice President of Product Marketing at Kaseya.

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Like most digital transformation shifts, organizations often prioritize productivity and leave security and observability to keep pace. This usually translates to both the mass implementation of new technology and fragmented monitoring and observability (M&O) tooling. In the era of AI and varied cloud architecture, a disparate observability function can be dangerous. IT teams will lack a complete picture of their IT environment, making it harder to diagnose issues while slowing down mean time to resolve (MTTR). In fact, according to recent data from the SolarWinds State of Monitoring & Observability Report, 77% of IT personnel said the lack of visibility across their on-prem and cloud architecture was an issue ...

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Enterprises are under pressure to scale AI quickly. Yet despite considerable investment, adoption continues to stall. One of the most overlooked reasons is vendor sprawl ... In reality, no organization deliberately sets out to create sprawling vendor ecosystems. More often, complexity accumulates over time through well-intentioned initiatives, such as enterprise-wide digital transformation efforts, point solutions, or decentralized sourcing strategies ...

Nearly every conversation about AI eventually circles back to compute. GPUs dominate the headlines while cloud platforms compete for workloads and model benchmarks drive investment decisions. But underneath that noise, a quieter infrastructure challenge is taking shape. The real bottleneck in enterprise AI is not processing power, it is the ability to store, manage and retrieve the relentless volumes of data that AI systems generate, consume and multiply ...

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The observability industry has an evolving relationship with AI. We're not skeptics, but it's clear that trust in AI must be earned ... In Grafana Labs' annual Observability Survey, 92% said they see real value in AI surfacing anomalies before they cause downtime. Another 91% endorsed AI for forecasting and root cause analysis. So while the demand is there, customers need it to be trustworthy, as the survey also found that the practitioners most enthusiastic about AI are also the most insistent on explainability ...

In the modern enterprise, the conversation around AI has moved past skepticism toward a stage of active adoption. According to our 2026 State of IT Trends Report: The Human Side of Autonomous AI, nearly 90% of IT professionals view AI as a net positive, and this optimism is well-founded. We are seeing agentic AI move beyond simple automation to actively streamlining complex data insights and eliminating the manual toil that has long hindered innovation. However, as we integrate these autonomous agents into our ecosystems, the fundamental DNA of the IT role is evolving ...

AI workloads require an enormous amount of computing power ... What's also becoming abundantly clear is just how quickly AI's computing needs are leading to enterprise systems failure. According to Cockroach Labs' State of AI Infrastructure 2026 report, enterprise systems are much closer to failure than their organizations realize. The report ... suggests AI scale could cause widespread failures in as little as one year — making it a clear risk for business performance and reliability.

The quietest week your engineering team has ever had might also be its best. No alarms going off. No escalations. No frantic Teams or Slack threads at 2 a.m. Everything humming along exactly as it should. And somewhere in a leadership meeting, someone looks at the metrics dashboard, sees a flat line of incidents and says: "Seems like things are pretty calm over there. Do we really need all those people?" ... I've spent many years in engineering, and this pattern keeps repeating ...

How Mature Is Your IT Operation?

Tom Hayes

According to a new survey by Kaseya, 89 percent of IT groups in mid-sized companies are still in the early stages of IT management maturity and focus on day-to-day IT management tasks that are often time-consuming and manual. The remaining 11 percent have achieved higher levels of maturity and are reaping benefits in important ways for the business.

The survey, based on input from mid-sized enterprises globally, compares the practices of IT departments in faster growth companies with those in slower growth companies, and compares the practices of more mature IT organizations with those of less mature IT organizations. The results provide visibility into the practices IT departments are following to manage not only their complex set of existing technologies, but also new cloud-based infrastructure and applications, mobile devices and more.

The survey findings suggest how IT groups can do more to drive the effectiveness of both IT and the business using the limited resources they have. Results indicate that by using automation more comprehensively for both routine tasks and problem avoidance and by fully embracing cloud technologies, IT groups can spend more of their time on strategic projects that contribute to end-user productivity and drive the success of the business overall.

Other highlights from Kaseya's 2015 survey include:

■ Bigger doesn't mean better. The survey shows no correlation between the size of a company and its IT management maturity level, indicating that companies of all sizes can benefit from investments in maturing their IT operations.

■ Higher IT management maturity levels can be associated with greater revenue growth. For companies who grew their revenue at greater than 10 percent between 2013 and 2014, 36 percent were considered to have reached the highest maturity levels, versus 11 percent for the general population in the study.

■ Two-thirds of companies at the highest IT management maturity levels have formal service level agreements (SLAs). For more than half of these companies, meeting their SLAs is mandatory.

■ IT organizations at the highest levels of maturity are almost twice as likely to report that they drive IT decisions, instead of their CEO or CFO.

"Most IT groups in mid-sized companies find that they don't have enough time to invest in strategic projects," said Loren Jarrett, CMO for Kaseya. "Our survey results suggest that by adopting the practices of mature IT organizations, including automating IT management activities, standardizing and streamlining processes, and leveraging cloud services, IT groups at companies of all sizes can free up more time and resources to focus on projects that will drive results for the business."

Tom Hayes is Vice President of Product Marketing at Kaseya.

Hot Topics

The Latest

Like most digital transformation shifts, organizations often prioritize productivity and leave security and observability to keep pace. This usually translates to both the mass implementation of new technology and fragmented monitoring and observability (M&O) tooling. In the era of AI and varied cloud architecture, a disparate observability function can be dangerous. IT teams will lack a complete picture of their IT environment, making it harder to diagnose issues while slowing down mean time to resolve (MTTR). In fact, according to recent data from the SolarWinds State of Monitoring & Observability Report, 77% of IT personnel said the lack of visibility across their on-prem and cloud architecture was an issue ...

In MEAN TIME TO INSIGHT Episode 23, Shamus McGillicuddy, VP of Research, Network Infrastructure and Operations, at EMA discusses the NetOps labor shortage ... 

Technology management is evolving, and in turn, so is the scope of FinOps. The FinOps Foundation recently updated their mission statement from "advancing the people who manage the value of cloud" to "advancing the people who manage the value of technology." This seemingly small change solidifies a larger evolution: FinOps practitioners have organically expanded to be focused on more than just cloud cost optimization. Today, FinOps teams are largely — and quickly — expanding their job descriptions, evolving into a critical function for managing the full value of technology ...

Enterprises are under pressure to scale AI quickly. Yet despite considerable investment, adoption continues to stall. One of the most overlooked reasons is vendor sprawl ... In reality, no organization deliberately sets out to create sprawling vendor ecosystems. More often, complexity accumulates over time through well-intentioned initiatives, such as enterprise-wide digital transformation efforts, point solutions, or decentralized sourcing strategies ...

Nearly every conversation about AI eventually circles back to compute. GPUs dominate the headlines while cloud platforms compete for workloads and model benchmarks drive investment decisions. But underneath that noise, a quieter infrastructure challenge is taking shape. The real bottleneck in enterprise AI is not processing power, it is the ability to store, manage and retrieve the relentless volumes of data that AI systems generate, consume and multiply ...

The 2026 Observability Survey from Grafana Labs paints a vivid picture of an industry maturing fast, where AI is welcomed with careful conditions, SaaS economics are reshaping spending decisions, complexity remains a defining challenge, and open standards continue to underpin it all ...

The observability industry has an evolving relationship with AI. We're not skeptics, but it's clear that trust in AI must be earned ... In Grafana Labs' annual Observability Survey, 92% said they see real value in AI surfacing anomalies before they cause downtime. Another 91% endorsed AI for forecasting and root cause analysis. So while the demand is there, customers need it to be trustworthy, as the survey also found that the practitioners most enthusiastic about AI are also the most insistent on explainability ...

In the modern enterprise, the conversation around AI has moved past skepticism toward a stage of active adoption. According to our 2026 State of IT Trends Report: The Human Side of Autonomous AI, nearly 90% of IT professionals view AI as a net positive, and this optimism is well-founded. We are seeing agentic AI move beyond simple automation to actively streamlining complex data insights and eliminating the manual toil that has long hindered innovation. However, as we integrate these autonomous agents into our ecosystems, the fundamental DNA of the IT role is evolving ...

AI workloads require an enormous amount of computing power ... What's also becoming abundantly clear is just how quickly AI's computing needs are leading to enterprise systems failure. According to Cockroach Labs' State of AI Infrastructure 2026 report, enterprise systems are much closer to failure than their organizations realize. The report ... suggests AI scale could cause widespread failures in as little as one year — making it a clear risk for business performance and reliability.

The quietest week your engineering team has ever had might also be its best. No alarms going off. No escalations. No frantic Teams or Slack threads at 2 a.m. Everything humming along exactly as it should. And somewhere in a leadership meeting, someone looks at the metrics dashboard, sees a flat line of incidents and says: "Seems like things are pretty calm over there. Do we really need all those people?" ... I've spent many years in engineering, and this pattern keeps repeating ...