Auvik

ITtrends2Θ25:industryreport

WhyITislongonchallengesbutshortontime

Report

Auvik

Tableofcontents

Executivesummary

03

Section1:ITprofessionals’workload

05

Section2:biggestblockers

12

Section3:thewayforward

21

Conclusion

30

Appendix

31

AboutAuvik

Acloud-basedITmanagementplatform,AuvikhelpsITdepartmentsproactivelymanagetheirnetworks,endpoints,andSaaSapplications.

Auvikmanagesonemillionnetworkdevicesand

threemillionSaaSapplicationsacross100,000

networks,andprovidesmonitoringservicesformorethan10milliondevices.

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Executivesummary

It’stimeforthegeneraliststokeepupwiththetools,andtheburdenofwork

tobeeasedbygrowingbudgetsandexpandingtechnologypossibilities.

Inthisreportwe’llreflectonthechanginglandscapeofIT

overthecourseof2024andinto2025.Keytakeawayswillbehighlightedaftereachsectionforsuccinctsummarizationofthefindings,butconsiderreadingthroughforadetailedlookatthemetricsthatmattertoyourpeers.

IThasbecomeafraughtindustry,dealingwithashortageoftalentandexpertise,andariseofgeneralistswhoarelimitedinthetimetheyhaveintheirdayforresearchingthefield.

Withanincreasingeyeonend-userexperience,remoteITdelivery,andadvancingAItools,thereisalotonIT

professionals’plates.

It’stimeforthegeneraliststokeepupwiththetools,andtheburdenofworktobeeasedbygrowingbudgetsand

expandingtechnologypossibilities.Let’sequiptheIT

professionalsof2025andbeyondforsuccess,andfocuson

givingthemtherelieftheyneedsothattheycandowhat

theyaremeantto:securethedata,standardizethetoolset,andsupporttheproductivityoftheemployeestheyservedaytoday.

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Introduction

IntheyearssinceAuvikbeganpublishingafieldreportonIT

networks,we’vecoveredalotofchangingground.2025issettobeoneofthemostfast-pacedyearstodateintermsofhowITworkisdeveloping.ThisisnotonlyduetothefactthattheproliferationofAImeansITdepartmentsarebeingkeptontheirtoes,but

becauseatalentshortagehasbeenbrewingintheecosystem,andit’sabouttoreachitspeak.

Inthisreportwe’lllookatdataaboutthe

workloadhangingoverITprofessionalsrightnow,thebiggestchallengesimpedingtheirsuccess,

andwherewecangofromhere.Holdontoyourethernetcables,it’sgoingtobeabumpyride!>

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01

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Section1

ITprofessionals’workload

IntheITfield,therehasbeenalotofdiscussionaround

supportingremoteandhybridworkers.Whilethereare

increasingnumbersofmandatesforreturningworkerstotheoffice,onethingwillcontinuetoremainconsistent:ITprofessionalsareexpectedtomanagetechnologyfortheirorganizationsnomatterwhereorhowfaritextends.TherewillalwaysbeclientsthatanMSPhastomanagewith

fewertruckrolls,andbranchofficesmonitoredbyasingleteamfromheadoffice.Evenfullyon-siteandin-office

teamsdealwithnetworkmigrationinthesensethat

leaderswilltravelfromboardroomtoboardroom,andemployeesmayneedtobringlaptopshomeorworkontheirmobiledevicesafterhours.

63%

ofrespondents

reportedsupportingremoteworkers50%ormoreofthetime

37%

responded

differentlythanlastyear—their

workingsituationhaschanged

Thatsaid,thereisstilldataconfirmingthatremotework

isn’tdead.63%ofrespondentsreportedsupportingremoteworkers50%ormoreofthetime.ThedistributionofhowoftenITisresponsibleforremoteworkhaschanged

significantlysincepreviousyears,butithasnotdecreasedtothepointofbeingsuperfluous.

Hybridworksituation

80/20

21%

50/50

35%

100%remote

7%

remote

100%on-site

15%

80/20on-site

22%

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AverageITprofessional’sworkweek

3%

6%

12%

23%

26%

27%

29%

32%

36%

39%

53%

46%

44%

44%

22%

14%

15%

11%

3%

MaleFemaleGenZ:

18-27yrs

ROLEGENDERGENERATION

>50hours

41-50hours31-40hours21to30hours<20hours

TENUREINTHEORGANIZATION

Millenials:28-43yrs

Boomers:60+yrs

GenX:

44-59yrs

TotalC-Suite

Upto3years

Non

C-Suite

12%

11%

8%

12%

10+years

6-10years

4-5years

13%

7%

13%

7%

14%

5%

13%

5%

7%

11%

11%

4%

2%

6%

5%

5%

4%

46%

50%

38%

28%

45%

45%

45%

45%

29%

29%

29%

43%

32%

32%

25%

19%

4%

8%

8%

9%

7%

6%

6%

6%

6%

FurthertrendsemergewhendivingintotheaveragehourlengthofITprofessionals’workweek.Astartlingdatapointistheworkload

beingcarriedbythosewhoidentifiedasthelongesttenuredandmostseniorintheirorganization.EmployeesintheBoomer

generationandthosewith10ormoreyearsexperienceinthefieldaremuchmorelikelytobeworking50+hoursinaweek,withtheformercarryingtheheaviestburden—23%ofrespondentsintheBoomergenerationworkmorethan50hoursaweek.Thosewith10+yearsinthefieldwereat12%ofresponsesindicatingthesame.

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Whencontinuingalongthisveintosurveytheaverage

timespentresolvingend-userrequests,58%ofIT

professionalssharedthattheyspendhalformoreoftheirworkweekonticketsfortheend-user.Aswe’lldiscuss

laterinthisreport,end-usersupportremainsahigh

priorityforITteams,soit’snosurprisetoseetheamountoftimededicatedtosolvingtheirfrustrations.

Butthiscanpresentanotherchallengeaswell,ifteamsarenotequippedtodealwithconstanttroubleshootingaswellastheycouldbe.Thestateofthenetworkis

anotherkeyindicatorofanITdepartment’shealthandefficiency.

Averagehoursspentresolvingend-userrequests

20+hours

7%

Lessthan

10hours

42%

10to

20hours

51%

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ITteamsacrossthesurveyedgroupwerefairlyconfidenttheirnetworkmakeupwasheterogeneous,oramixed-vendorenvironment,withnearly70%ofrespondents

reportingthatstate.Homogenizednetworksarea

situationthatnoteveryITdepartmentandcertainlynoteveryMSPcanproduce.Butbothhomogenousand

mixed-vendorenvironmentscomewiththeirown

difficulties.WithvendorhomogenyanITteamishyper-reliantontheirpreferredvendor’supdates,whilemixed-vendorinfrastructurecreatesadifferent,well-

Networkdevicevendormakeup

69%

Mixeddevicevendors

1%

Don’tknow

30%

Homogenizednetwork

documentedproblem:tool-sprawl.

MSPs,wholikelyexperiencemanagingthemostmixed

vendorenvironments,canbeseentoexperiencethemost

toolsprawl,withnearly50%ofthemreporting10+network

toolsinuse.Roughly25%ofsmallandmid-sizedcorporateITdepartments,aswellasthosewithlong-tenured

organizations,reportedthesamenumberoftools.

Servermonitoringiscontributingtothisissue,with74%ofsurveyrespondentsagreeingthatthetoolstheyneedtomonitorserversintheirenvironmentsarecontributingtotool-sprawlattheirorganizations.

Servermonitoringcontributestotoolsprawl

74%

Yes

4%

Idon’thave

asolutionjustforservers

22%

No

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Numberofnetwork-relatedtoolsinuse

Lessthan10Between10-20Morethan20+Don’tknow

8%

12%

36%

52%

6%

31%

62%

12%

35%

51%

2%2%2%1%3%

7%

44%

48%

4%

20%

68%

5%

44%

49%

10%

26%

61%

10%

26%

62%

4%

29%

67%

CorporateIT1-100101-500501-10001000+0-4years5-9years10+years

ITMSPemployeesemployeesemployeesemployees

CORPORATEVSSERVICEPROVIDERORGANIZATIONSIZEORGANIZATIONOPERATIONALYEARS

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Keytakeaways

?85%ofITprossupportremoteworkersatleastpartofthetime,with63%supportingremoteworkers50%ofthetimeormore.

?Theheaviestburdenofworkisfallingtothemostsenioremployees,withtheBoomergenerationandITproshavingmorethan10yearsofexperience

showingthelongestworkweeksinIT.

?MostITpros(69%)workwithheterogeneousormixedvendorenvironments.

?ToolsprawlisasignificantissueandMSPsarefacingthemosttoolsprawl(50%ofMSPsreportusing10+networktools).

?Usingseparatetoolsforservermonitoringiscommon(74%)andcontributestothesprawl.

85%

ofITprossupportremoteworkersatleastpartofthetime.

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02

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Section2

Biggestblockers

SomeoftheblockerstoITproductivityarealreadyevidentfrom

thefirstsectionofthisreport,butincontinuingtoexamineIT

networks,alongwithmanagementmetricsandburnoutfactors,amorecompletepicturewillbecomevisible.

61%

ofITprofessionalsreportedchangingtheirnetworkconfigurationsona

weeklybasisormoreoften

Thiscanbepartoftheburdenofwork,butitisanecessary

burden.Makingchangestoconfigurationscanbedonefora

numberofreasons,includingmakinghardwaremoreefficient,supportingtheoperationsofthebusiness,andensuringsecurity.However,anumberofITteamsdonotever(1%),oronlyannually(2%),updatetheirdocumentationonthenetwork.

Consideringtheamountoftoolsprawlpresent,alongwiththe17%ofITprofessionalswhoreportupdatingdocumentationeverytimesomethingchanges,itisn’tsurprisingtothinkthatmanyITteamsmaybesupportingtheirconstantlychangingenvironmentswithautomateddocumentation,whichisagreatbestpractice.

Butfortheremainingrespondents,especiallythe48%ofITteamswhoonlyupdatedocumentationmonthlyorlessoften,thereisalottheycouldbemissing.IfanITprofessionalmakesconfigurationchangesweeklybutupdatesdocumentationonlyonceamonth,theyhave4xtheworktodocumentthatday,andthere’sagood

chancesomeconfigurationchangeswillbemissed.

Networkconfigurationchangefrequency

87%Monthlyormore

61%Weeklyormore

42%

26%

19%

DailyWeeklyMonthlyQuarterly

Networkdocumentationupdatefrequency

5%

1%

DailyWeeklyMonthlyWhenever

somethingchanges

75%Monthlyormore

53%Weeklyormore

Afewtimes

peryear

Annually

Yearly

Never

18%

23%

34%

17%

9%

3%

2%

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ToolsprawlisnottheonlyproblemITprofessionalshavewiththeirtechstack,however.Cost(48%ofrespondents)andcomplexity

(45%)werealsoreportedasissuesteamsfacewiththeirnetworktools.37%alsomentionedalackofintegrations,orthefactthat

toolsaredisparate,asanissue,andit’seasytounderstand.Manytoolsclaimtobeall-in-onesolutionsbutcan’taccountforthe

Biggestpainpointswithcurrentnetworktools

Cost

Complexity

Performanceissues

Lackofintegration

Lackoffeatures

48%

45%

42%

37%

32%

3%

Other

quicklychangingITenvironmentorfactorineveryothertoolanITteammayneedtodotheirjobs.

ITleadershaveprioritiesfortheworktobedone,anotherfactorinthecomplexityofanITprofessional’sdailyworkload.End-user

satisfactionis,aspredicted,themostimportantsuccessmetricforalmosthalfofrespondents(48%).Theoptionsfollowing

satisfactionwerethecost(39%)andpercentageofuptime(39%).ITprofessionalsarejugglingalot!It’sagoodthingtwoofthese

metricscanimpacteachother:thehigheranITteam’sstandardsfornetworkuptime,andthemoreeffectivetheyareat

maintainingend-users’onlineconnectivity,thehappierandmoreproductivetheend-userswillbe.

Mostimportantsuccessmetricsfordepartment

Customer/usersatisfaction

CostofIToverall

Percentageofuptime/downtime

Meantimetoresolution(MTTR)32%

Numberofticketsclosedinatimeperiod

Severityofincidents

Numberofincidents

Costofdowntime26%

48%

39%

39%

27%

27%

31%

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ITprosalsohaveplentyofideasonwhattheywouldwishfortohelpthemachievethese

successmetrics.Understandably,asthelistofjobs-to-be-doneisnevercomplete.Someof

theitemswishlistedbyrespondentsthisyearincluderesearchingnewtechnology(39%)andsecurityplanning(30%).It’slikelythatthese

itemsareonthelistduetorisingconcerns

andconsiderationsaroundAItechnologyanditsintegrationwiththeworkforce.TherearesomanythingsITteamswanttodo,andtomovefrom“strategicbusinessplanning”to

“programmingandautomation”isnotaneasytransition.Taskswitchingisalsowork,and

focuscanbehardtocomebywhenyou’refightingfiresallthetime.

Wishlistnetwork-relatedactivities

ResearchingnewtechnologySecurity/CybersecurityplanningCloudcomputing

Mentoring/trainingothers ProgrammingandautomationTraining/Continuouslearing/Certi?cationBetatestingnetworkinitiatives

BackupanddisasterrecoveryEndusertraining

(incl.securityawarenesstraining) StrategicbusinessplanningCon?gurationandmaintenance

Monitoringservers DocumentationWirelessnetworkingOther

39%

30%

29%

28%

26%

25%

24%

24%

24%

23%

22%

19%

18%

17%

1%

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WheredoITProsneedtofocus?

ITteamsareunfortunatelyinthepositionwheretheyarebeing

forcedtochoose:dotheyfocusenergyonquicklyresolvingend-userconcerns,reactingtoproblemsastheyarise;ordotheyproactively

makeanefforttobuildandmaintainsystemsthatmayhavefewer

issues?Recallthat10-20hoursofanITprofessional’sweekarealreadydedicatedtoend-userticketresolution—thatleavesabouthalfoftheweektoperformanyothertasks.Andtherecanbealotofadmin,

onboarding,offboarding,training,andmorefortheseworkersto

tackle.SomethingtoconsiderfortheITmanagerswhowanttobeinformedontheirworkforce’ssentimentsiswhichelementsofworkarethebiggestblockerstothewishlist.

Notenoughtime(32%)andnotenoughteammembersinIT(28%)werethemainimpedimentstothesewishlistitems,respondentsreported.Timeislikelyafactorofthesignificanceandfrequencyofend-userrequests.Buttheshortageoftalentiswhatmaybe

contributingtosmallITteamsfeelingoverburdenedbytheirto-dolists.FromtheincludedchartsitisalsoapparentthatthewishlistitemITprofessionalssacrificemostoftenwhentheyrunoutof

timeisresearchingnewtechnology.Thismaybeariskforsomeorganizationsthatareearlyadaptersofnewtools.

Reasonsfornotimplementingwishlistitems

Topfiveactivitiesnotimplemented

Researching

newtechnology

Security/

cybersecurity

Cloud

computing

Mentoring/

trainingothers

Programming

&automation

Notenoughtime32%

44%

36%

21%

36%

32%

NotenoughIT

teammembers

28%

26%

23%

24%

35%

30%

Notenoughmoney21%

24%

26%

24%

13%

24%

Idon'thavethesupportfrommanagement

18%

10%

19%

23%

16%

17%

Idon'thavetheresourcesorpersonnel

15%

11%

11%

17%

13%

17%

Idon'thavethe

requiredexpertise

7%

3%

12%

10%

5%

8%

Other4%

5%

5%

3%

6%

2%

ITtrendsreport2025|17

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It’salsoworthconsideringwhetherITteamsareabletobeproductiveiftheburdenofworkissolargethattheycan’tkeepupwithsomeofthedemandsofthejob.IT

professionalsaretrustedtostayknowledgeableabout

theirfield.Iftheburdenofworkisoutweighingtheabilitytobeproductive,as44%ofrespondentsreported,thingsaregettingdire!

Lackofvisibilityintonetworkissues(44%)issomethingthatisalsonotuncommon,butcaneasilybesolvedbyimplementingreal-timemonitoringandvisibilitytools.TheshortageofITtalentisarealthreattoboth

organizationalsecurityandtechnologicaladvancement.

FactorsimpedingproductivityinIT

44%

Burdenofworkoutweighing

abilitytobeproacctive

41%

Moraleduetootherfactors

(e.g.,talentshortgage,lackofappreciation,

careerdissatisfaction,etc.)

2%

Other

44%

Lackofvisibilityinreal-timetonetworkconnectivityorotherissues

39%

Difficultorsevereincidentsto

resolveoutweighingsmallerrequests

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AndwhenconsideringthethreatthatalackofIT

professionalspresents,itisworthbeingconsciousofhowtheprofessionalsalreadyinthefieldfeelatwork.Burnoutthreatenstoreduceteamsizeevenfurtheriftechniciansareoverburdenedtothepointofbreaking.ArecentHarrisPollsurveysuggeststhattheaverageITprofessional

experiencesburnout15-23%moreoftenthanother

industries.Andasthechartshereconvey,60%of

respondentsarealreadyfeelingatleastmoderately

burnedoutonthejob.Ifthat’syou,ITprofessionalreadingthisreport,now’sthetimetotakeabreather,graba15

minutecoffeebreak,andtellyourboss“AuviksaidIneedthetimetothinkaboutthisdata.”

What’scontributingtotheirburnout,intheirownwords?43%sayit’stheworkloadofcourse,but47%alsonoted

thattheyarefrustratedbynotbeingconsultedearlierinprocurementprocessesfornewtools,indicatingthelifttheyfacewhentheyhavetolearntotroubleshoot

technologytheydidn’tfullyinvestigateorapprove.

《《

60%

Arefeelingatleastmoderatelyburnedout

Burnout

14%

Moderate

burnout

No

burnout

Significant

burnout

Percentage(%)

50

40

30

20

10

0

46%

25%

15%

Alowlevel

ofburnout

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ThestressorsdiscussedhereareallcontributingtotheabilityofIT

professionalstoadvanceintheircareersaswell.Adisappointing78%ofrespondentssaidthattheirworkstressorsarepreventingthemfrom

upskilling.Again,thiscanimpedeonanorganization’sabilityto

advanceintechnology.IfITisn’tleadingthechargeonincorporatingnewtools,whois?Andarethosedecisionmakersuptothechallengeofmanaging,mastering,andsecuringwhattheyprocure?

Factorscontributingtostressatwork

47%

43%

38%

Workload

Managementexpectations

Reactiveworkdueto

lackoftoolpurchase

involvement

31%

Lackofresources

ArestressorscontributingtotheITprosabilitytoupskill?

43%

Somewhat

35%

Verymuch

22%

No

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Keytakeaways

?ITprofessionalsareincreasinglyoverburdened,

unabletofocusonvitalpartsoftheirwork,and

taskedwithintegratingtoolsintotheirworkflows

thattheymaynothavebeenproperlyconsultedon.

?44%saidtheburdenofworkisoutweighingtheabilitytobeproductive.47%notedthattheyarefrustratedbynotbeingconsultedearlierin

procurementprocessesfornewtools.

?60%ofrespondentstothisreportsurveyexpressedfeelingburntoutbytheirwork.

?78%saidthatstressorsatworkarepreventingthemfromupskilling.Thesestressors,suchasthebroaderITtalentshortageandtheheftofend-userrequests,arealsoinhibitingITprofessionalsfromtacklingkeyitemsontheirwishlists.

60%

ofrespondentstothisreportsurveyexpressedfeelingburntoutbytheirwork

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03

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Section3

Thewayforward

Sowhereisthefuturetakingus?Giventhatthereareadvancementsbeingmadedailytowardswork

automationandAIsupporttools,thosecouldbecomestrongsolutioncontenders.Butthetechnologyisn’t

quitereadytoreplaceanITdepartment,andit’sfairtosaythatforawhileyet,therewillbehumansneededtooverseethetoolstackusedbytherestoftheworkforce.Sohowcantalentberetainedandsatisfied?

Retentionstartswithjobsatisfaction.ITprofessionals

reportedstrongsatisfactionwiththeirmanagers,with

84%ofrespondentsnoting“Good”or“Excellent”supportforITinitiativesfrommanagement.

84%凸

Agreethat

isgoodor

supporting

leadership

excellentat

ITinitiatives

WhatisITpros’levelofsatisfaction

withmanagement?

49%

Good

35%

14%

2%

Poor/

VeryPoor

Fair

Excellent

ITtrendsreport2025|23

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Wherecanmanagementfocustheirattention?

Ontheflipside,whenweaskedrespondentstonamewheretheyfeeltheirmanagementcouldpaymoreattention,therewasmoreevidencepresentedbytheriskofintegratingnewtoolsforteamswithoutconsultingITorconsideringpolicy.AIwasatthetopofthelistofconcerns,and24%oftechnicianswith10+yearsoftenure

notedtherisksassociatedwithusingAIorautomation.Righton

theheelsofthisdataistheconcernforlackofcybersecurity

training,whichisverylikelyassociatedwiththewaycompanydatacanbeleakedduetounauthorizeduseoftools.

ThereareSaaSmanagementtoolsonthemarkettodaythatcanhelpmanagesomeofthethreatsofshadowIT,includingshadowAIuse.EquallyimportanttoimplementingasolutionisensuringthatendusersgetregularITtrainingaboutacceptableuseof

softwareandnewsoftwareintroductionpolicies,andthatITteamsthemselveshavetimetodotheresearchneededtomakethe

mostofthesolution.

24%

oftechnicianswith10+yearsoftenurenotedtherisksassociatedwithusingAIorautomation

ITtrendsreport2025|24

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Whatisn’tmanagementpayingattentionto?

TOTAL

Role

Tenureinorganization

C-Suite

NonC-Suite

Upto3years

4-5years

6-10years

Morethan10years

UsingAI/automationwithoutunderstandingrisks

21%

20%

21%

19%

22%

18%

24%

Lackofcybersecuritytraining

18%

14%

21%

15%

21%

19%

13%

Dataprivacyregulations

13%

14%

12%

13%

16%

12%

9%

ShadowIT

12%

11%

13%

4%

16%

12%

12%

Cloudcostmanagement

10%

11%

9%

7%

11%

11%

7%

Insiderthreats

9%

11%

7%

7%

7%

10%

9%

End-of-lifesystems

8%

9%

7%

13%

6%

8%

8%

Disasterrecocery&backup

8%

8%

8%

15%

3%

7%

13%

Other

2%

1%

3%

4%

—

2%

4%

ITtrendsreport2025|25

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ITprofessionalsareexpectedtopursue

trainingtoimprovetheirknowledgeand

breadthofexpertise,butweknowthattheyareincreasinglyunabletodosobecauseoftheburdenatwork.Sowhichtrainingandcertificationsarethetoppriorities?

Asexpected,AItopsthelistwith33%of

professionalslookingtotrainthatskill,

followedbycybersecuritytrainingat32%.

Maybeabitmoresurprisingtosome,IT

teamshaveunderstoodtheassignmentontheimportanceofend-userexperienceandarealsoinvestingthelittletimetheyhave

intoITservicemanagementtraining(32%).

Thisalignswiththetrendsseeninhow

successisdefinedformostofthe

respondents—byusersatisfaction—asa

matureITServiceManagementframeworkiswellalignedwithoverallendusersatisfaction.

3.8

TheaverageITproidentifiesnearlyfourskillsandcertificationsthey

wouldliketopursueinthenewyear

SkillsandcertificationsITprosarepursuingnextyear

Arti?cialintelligence/machinelearning

Cybersecurity

ITservicemanagementCloudcomputing

NetworkingAI&machinelearningoperationsSoftwaredevelopment

Datascienceandanalytics

Databasemanagement

Automation&scripting

Projectmanagement

DevOps

Businessintelligence

Compliance&governance

Webdevelopment

Virtualization

None

33%

32%

32%

29%

28%

25%

24%

24%

21%

20%

20%

19%

18%

18%

17%

16%

4%

ITtrendsreport2025|26

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Investmentconsiderationsforthenexttwelvemonths

Role

Tenureinorganization

C-Suite

NonC-Suite

Upto3

years

4-5years

6-10years

Morethan

10years

Cloudmonitoring&management

38%

47%

33%

22%

43%

39%

41%

SaaSmonitoring&management

35%

39%

32%

27%

30%

42%

33%

ITSM(ITservicemanagement)

34%

42%

29%

25%

29%

38%

39%

Wi-Fimanagement

28%

33%

25%

13%

30%

30%

29%

Networkautomation

28%

29%

27%

15%

32%

27%

33%

Servermonitoring

25%

26%

24%

16%

33%

23%

22%

Networkhardware

24%

22%

26%

21%

24%

27%

22%

NPM(NetworkPerformanceMonitoring)

20%

25%

18%

16%

19%

22%

23%

UEM(UnifiedEndpointManagement)

16%

17%

15%

7%

18%

18%

16%

IPv6

14%

19%

11%

12%

14%

16%

12%

SD-WAN

13%

15%

12%

9%

13%

13%

16%

DNS/DHCP/IPAM(DDI)

12%

18%

8%

7%

12%

14%

12%

Noplannedinvestments

9%

3%

0%

24%

4%

4%

16%

ITtrendsreport2025|27

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Whereshouldbudgetbeallocated?

TimeandbudgetarealsobeingspentonexistingITinvestments.Cloudmonitoring(38%)andSaaSmonitoring(35%)werethetop

tworeportedareasoftimeandmonetaryspendforthenextyear.ITbudgetsappeartoberelativelyhealthytoo,withalmost70%of

respondentsexpectinggrowthintheirITbudgetssincelastyear.

NotonlyareITbudgetsincreasing,butthey’reincreasingbeyondtherateofinflation.With51%ofrespondentsreportinga>10%

budgetincreaseyearoveryear,itisclearorganizationsaremakingfurtherinvestmentsintheirIToperationssolutionstack,going

beyondsimpleannualcontractincreases.WhereareITteamsandMSPsinvestingtheirtimeandbudget?

HowmuchhasIT’sbudgetchangedinthelastyear?

23%

Increasedby10-20%

18%

28%

Increasedormore

6%

by

20%

Nochange

Increasedby10%orless

Ifbudgetandtoolavailabilityarenottheissues,thenitissafetosaythatit’stimeforITmanagementtostartencouragingtheirteamstoexperimentandfindnewwaystosolvecommonissues.64%of

surveyrespondentsalreadyindicatedthatmanagementissupportiveofexperimentationintheITfield.

Butthereisanothersidetotheissue,whichisthatnearly36%arenot

confidentthattheywouldbeallowedtoexperimentwithnewtechnology.

Understandingthatthelagindocumentationfromthefirstpartofthisreportislikelycomingintoplayhere,encouragingnewsolutions

becomeshighlynecessary.UntilITteamscanbeful