ITSM25 - where the IT Service Management field is heading
I recently spent two days at ITSM25 in Milton Keynes, United Kingdom. When I arrived, it was clear the room was filled with people from very different parts of IT. Even with that range, many of the challenges they described sounded familiar. Speaking at the event while also taking time to listen made the repeated themes much easier to spot.
Culture is becoming the backbone of effective IT service delivery
A lot of sessions began with process topics, but they often drifted toward people instead. Trust, safety, communication and the small signals leaders send without thinking about it. These things shape teamwork far more than any flowchart. Culture is no longer something organizations talk about in passing. It is showing up as a practical factor in whether IT services improve.
Prevention is moving ahead of firefighting
There was also a clear shift away from celebrating urgent recoveries. Many speakers focused on catching issues earlier, using knowledge more effectively, planning changes with fewer assumptions and cutting back the noise that wears teams down. People are beginning to see stability as something you work toward bit by bit, not something that appears by luck.
Technology is shifting back into a supporting role
AI, automation and workflow tools came up often, but the tone around them was more grounded. The tools can help, but they do not replace clear ownership or shared understanding. When a team knows how it wants to work, technology can support that. When those basics are missing, the tools only solve part of the problem.
AI governance is becoming essential
AI is spreading fast, but the guidance around how to use it is not always clear. Shadow AI appeared in several discussions, along with questions about responsibilities and data handling. Teams seem to be looking for clearer direction so they can use AI with more confidence and less guesswork.
Simplicity is gaining recognition as a strength
Several speakers challenged the idea that complex processes equal maturity. They pushed for fewer handoffs, clearer ownership and removing steps that add friction instead of value. The general direction is toward making service management easier to follow, not harder.
Resilience is becoming a shared responsibility
Resilience was described less as a specialized role and more as something shaped by everyday habits. Teams that communicate early, stay aligned and plan realistically usually recover faster from incidents. It is a shared effort rather than something that sits with one team.
What it all points to
The organizations that seem to be moving forward are the ones paying attention to people and to the conditions that make work easier. They remove friction where they can. They simplify rather than complicate. They try to create an environment where teams face fewer surprises. Technology supports this direction, but it cannot replace it. Real progress still comes from the people doing the work and the environment they operate in.
