Sustainable IT Operations and Maintenance -The Key to Business Stability and Growth

ABeam Consulting has published a white paper titled “Sustainable IT Operations and Maintenance – The Key to Business Stability and Growth.”
This report explores the current state and challenges of IT operations and maintenance initiatives at leading Japanese global companies, and offers recommendations for what organizations should aim for in this domain.

The political, economic, and social environment is rapidly changing due to factors such as the spread of COVID-19, inflation and the depreciation of the yen, global fragmentation and rising tensions, and a declining population caused by falling birth rates and an aging society. As a result, the role of corporate IT departments is also evolving. IT departments are now required to maintain increasingly complex and advanced systems in a stable manner, driven by technological advancements.

Focusing on IT operations and maintenance, ABeam Consulting conducted surveys and interviews with CIOs and department heads at 15 major Japanese global companies with annual revenues exceeding 100 billion yen. The study examined their initiatives, the impacts of those efforts, and the challenges they face.

More than 70% of companies are enhancing their use of outsourcing, and over 60% are actively recruiting new employees or reassigning existing staff to optimize workforce allocation. A clear division of roles is emerging: core tasks requiring management and expertise are being handled in-house, while routine operations—especially low-priority system maintenance—are increasingly outsourced. Efforts are also underway to document and formalize tasks that tend to rely on individual knowledge, and to streamline operations through technology. However, only a small number of companies have gone as far as to reassess the scope of their maintenance operations.

More than 90% of companies are promoting automation through technology, and half are simultaneously working on standardizing operations and eliminating unnecessary tasks. However, only 50% have started using generative AI to enhance operations, revealing a shortage of personnel with AI expertise. As the need for advanced operations grows, companies must collaborate with external partners to overcome technical challenges. 

More than 70% of companies are optimizing external labor costs by utilizing offshore locations and local vendors. Additionally, over 60% are reducing costs by regularly reviewing fixed expenses such as license and maintenance fees. In contrast, fewer than 40% of companies are working to optimize internal labor costs by reassessing in-house and group resources. With external factors such as yen depreciation and rising labor costs making investment decisions more difficult, companies are being urged to develop long-term roadmaps for resource utilization and cost optimization, along with mechanisms for measuring effectiveness.

Based on the survey results, six key challenges have been identified in realizing the ideal state of IT operations and maintenance departments to maximize corporate value:

The increasing workload in IT departments is delaying new initiatives. Priority is given to critical projects, and even with additional staffing, the difficulty of knowledge transfer prevents quick onboarding, making it hard to execute planned measures.

Tasks are becoming increasingly dependent on individual employees, making improvement and handover difficult. Due to workforce reduction, manuals are not being properly developed, and more tasks are handled by single individuals, further entrenching this dependency.

Many employees are reluctant to take on new roles, and reskilling veteran staff is challenging. As a result, shifting from IT operations to high-value-added tasks is often difficult.

Retirement of senior staff, shortage of mid-level personnel, and high workloads are hindering effective knowledge transfer, raising concerns about the sustainability of operations.

Maintaining the functions and structures necessary for continuous performance evaluation and improvement is difficult. Additionally, there is a shortage of personnel capable of utilizing advanced technologies such as AI.

With global increases in labor and license costs, traditional cost-cutting methods—such as offshore labor and volume discounts—are reaching their limits. Fundamental changes are needed to achieve further cost optimization.

Based on the findings of this survey and ABeam Consulting’s extensive experience in IT organizational transformation, we have identified four key points for achieving reform in IT operations and maintenance departments:

It is essential to redefine the balance between in-house and outsourced operations based on the classification of core and non-core tasks and the constraints of internal hiring. Effective use of external experts and offshore resources can help optimize quality and cost while enabling strategic workforce reallocation.

To improve efficiency and sophistication in IT operations, optimal resource allocation is critical. Building strong relationships with external partners who can turn challenges into strengths and provide hands-on support is key. Co-creation partners can assist with employee support, task handovers, talent development, and formalizing operational know-how to maximize outcomes and accelerate growth.

Accelerating the use of AI and automation tools is vital for improving efficiency and productivity. Companies must carefully assess ROI and prioritize resource allocation. Establishing an “Intelligent Center (IC)” as a foundation for sustainable reform—focusing on centralized promotion, task analysis, and technology—can prevent task dependency, enable continuous improvement, and enhance overall operational efficiency.

IT operations should not be seen merely as maintenance work but as an opportunity for career development and skill enhancement. Junior staff can deepen their understanding of systems and business through hands-on experience, mid-level staff can drive efficiency and automation, and senior staff can contribute to strategic planning by leveraging their expertise. This approach fosters employee growth and strengthens long-term sustainability and competitiveness.