I’ve worked with countless tech leaders who are stuck in a vicious cycle – constantly putting out fires rather than focusing on the bigger picture. Their teams are overwhelmed, morale is low, and the work that really moves the business forward is always pushed to the bottom of the list. If this sounds familiar, you’re not alone – and you’re not failing.
But it does mean something needs to change.
Hours delivered back to the business
SOX compliance in Settlement process automation
Success rate of bot case completion
For functional release of OBT, RTS and OGS
Is your tech team constantly solving the same issues?
Many IT teams are stuck on repeat; solving the same problems over and over again. What looks like urgent support often masks deeper issues that never get resolved.
- The constant need for password resets and user access issues that point to poor identity management.
- Systems crashing or running slowly because of outdated infrastructure.
- Data discrepancies between systems that could be fixed if only there was investment in better system integrations.
- Repeated requests for manual reports that should be automated….if only there was time.
The result? Stress, burnout, and a frustrated team who feel like they’re running on a treadmill.
This reactive way of working damages more than just delivery, it chips away at your tech team’s reputation. They are seen as the fixers, not partners who are capable to drive the business forward. And when the only thing people see is firefighting, no one trusts you with the big strategic projects.
What’s the real cause of the firefighting?
The problem rarely lies in individual capability – it’s almost always about structure, process, and leadership priorities. Most firefighting stems from an overall failure to identify and address root causes. But digging deeper takes time and resource – both of which are in short supply when your team is already under pressure.
Tech leaders often tell me they don’t have the bandwidth for strategic improvements because they’re too busy dealing with today’s chaos. But without shifting focus, that chaos never stops.
How do you break the cycle of never-ending chaos?
Start by giving your team permission to slow down and look under the bonnet. That means investing time in root cause analysis, improving how you prioritise demand and balancing urgent fixes with longer-term improvements.
If you introduce tools and practices that support this, such as regular retrospectives, structured demand management, automation, and clear escalation routes, you’ll start to see the chaos slow down and your tech team can reach peak performance.
This final point is a critical step – make sure your senior leadership backs this shift; ecause without buy-in from the top, nothing sticks.
From firefighting to peak performance
Once repeat issues are under control, your tech team can finally start adding value in the ways that matter most – driving innovation, supporting growth, and delivering consistent results.
You’ll start to see morale lift in your tech team. Staff turnover will drop. Suddenly, your team is seen not as a bottleneck, but as a business enabler.
This shift is more than operational – we believe it’s cultural. And it starts with a decision: to stop treating the symptoms and start fixing the system.
If you’re a senior tech team leader, I want you to ask yourself these questions (and be really, really honest)
- Are we solving the same problems again and again without fixing the root cause?
- Does firefighting stop us from being strategic?
- Do we prioritise based on urgency, or based on value?
- Are we using the right tools to spot patterns and reduce repeat issues?
- And crucially—how is this all affecting our people?
If the answer is uncomfortable, you’re in the right place. Because acknowledging the problem is the first step towards fixing it. If you’re ready to move your team from chaos to clarity, let’s talk.
