So FWIW, I've experienced really good and really bad "IT Teammates". One major theme of degeneracy to me is that the "IT" function often reports to the CFO. This is wrongheaded. The Finance team is a customer of IT, not a competent administrator or authority on "IT".
As an engineer who has to develop embedded systems, create custom operating systems, and use various toolsets that require "subscriptions", I often get NO support, other than "NO", because the IT team (which reports to the CFO) does not take the time to understand what the engineers who make the product actually do, and take steps to support them, rather than issuing edicts that make no operational sense, and cause people to "bypass" the IT team, rather than working with them as partners.
So FWIW, I've experienced really good and really bad "IT Teammates". One major theme of degeneracy to me is that the "IT" function often reports to the CFO. This is wrongheaded. The Finance team is a customer of IT, not a competent administrator or authority on "IT".
As an engineer who has to develop embedded systems, create custom operating systems, and use various toolsets that require "subscriptions", I often get NO support, other than "NO", because the IT team (which reports to the CFO) does not take the time to understand what the engineers who make the product actually do, and take steps to support them, rather than issuing edicts that make no operational sense, and cause people to "bypass" the IT team, rather than working with them as partners.