Acording to https://www.gartner.com/document/5482895 it is important to have Configuration Management and Assets Management in individual systems. Do you have experience as to what CMDB and ITAM systems work well together? Is it the same team who are in charge of each of them or are they divided over different departments / sections?

We currently have CMDB and ITAM in different systems so I’m not sure as to which CMDB and ITAM systems work well together. ITAM is still a project at this time so currently it is managed by different groups/areas because of that. This probably isn’t worth posting to the community site but appreciate your asking.

My experience standardizing/centralizing vs. non-standard/decentralized decisions is a hybrid approach is almost also the best way to go. Even more so in today’s environment. Small entities may not have a choice but once they reach a certain size threshold, the hybrid strategy gives the entity flexibility above the threshold for acquiring other entities and experimenting which is needed to survive in today’s world.

Here are some more benefits of a hybrid approach from the internet:

1. Adaptability to Market Changes
Responding to Disruption: In a fast-paced environment characterized by technological advances and market disruptions, a hybrid model allows organizations to adapt quickly to changes. Teams can pivot their processes or technologies in response to new challenges without needing extensive central oversight.

Trial and Error: Organizations can experiment with new technologies or processes in select departments while maintaining stability in others, facilitating innovation without jeopardizing overall operational integrity.

2. Facilitating Mergers and Acquisitions
Easier Integration: When acquiring new entities, a hybrid approach simplifies the integration process. Existing systems can remain operational while new units transition gradually, reducing the risk of operational disruption during the merger.

Cultural Sensitivity: Different organizations have distinct cultures and operational practices. A hybrid model allows for the integration of diverse practices, respecting each entity's heritage while gradually aligning them toward common goals.

3. Encouraging Best Practices and Continuous Improvement
Knowledge Sharing: A hybrid structure promotes knowledge sharing among departments, where successful strategies from one area can be adopted by others without mandating uniformity across the board.

Agility in Improvement: Departments can implement best practices and learn from each other’s successes and failures, leading to continuous improvement tailored to specific operational contexts.

4. Scalability
Support for Growth: As organizations grow, they often face increasing complexity. A hybrid model allows scalability by enabling departments to add new tools or processes that fit their expanding needs without the cumbersome process of centralization.

Future-Proofing: Organizations can remain nimble and responsive to future demands or technological advancements, ensuring they do not become bogged down by rigid structures.

5. Balancing Standardization and Local Autonomy
Quality Control with Local Insights: A hybrid model allows for the establishment of essential standards and protocols while still empowering local teams to operate with a degree of autonomy. This balance can enhance service delivery and operational effectiveness.

Local Responsiveness: Teams closer to the ground can respond more effectively to local issues and customer needs, enhancing customer satisfaction and engagement.

6. Cost Management
Cost-Effective Operations: A hybrid approach can reduce the costs associated with a complete overhaul of systems and processes, allowing for more efficient resource allocation where it’s most needed.

Preventing Redundancy: It minimizes the risk of investing in overlapping technologies or processes, leading to more strategic budgeting and financial management.

Conclusion

A Hybrid approach balances between standardization and flexibility in a time agility and adaptability are crucial. The Hybrid model supports sustainable growth, innovation, and resilience. Organizations that adopt a hybrid strategy are better equipped to navigate complexities and uncertainties, allowing them to thrive in a competitive landscape while preparing for future opportunities and challenges.

There are tools like ServiceNow that can support this approach and minimize the downsides to decentralization and AI is going to make it easier and more opportune than ever to go with a Hybrid approach long-term.

I have no direct experience with specific CMDB and ITAM systems, but as far as I can suggest on this topic:

- they are complementary: 
CMDB is about content of your IT assets, it stores information on the configuration of items like hardware, software, systems, facilities, and even personnel. This configuraiton data can include different information and interdependencies between items. It deopends on the specific IT organization to define which asset or item should be tracked, an which not.

ITAM is the process of cataloging, maintaining, upgrading, and disposing of IT assets (or items).

- in my opinion it is relevant to have a deeper integration of ITAM and configuraiton management.

I have good experience with products from Atlassian for my specific area of responsibility, i.e. in Product Management. However, this does not answer the direct questions here.