As discussed in our last paper
ServiceNow CMDB and Its Role Beyond Operations, the Configuration Management Database (
CMDB) is intended to be the cornerstone of IT visibility, control and governance for organisations across all types of industries.
However, in our experience, it often falls short of that promise, and we consistently observe recurring issues that limit the CMDB’s value as a strategic business tool. Perhaps some of the below sounds familiar to you.
1. Misaligned data models
One of the most common problems is that the deployed data model is not structured around business needs. Instead of providing visibility into the IT estate and helping distinguish between critical and non-critical assets, the CMDB becomes a technical inventory with limited strategic relevance. When the data model is not aligned with business services and outcomes, senior leaders cannot use it to make informed decisions.
2. Lack of alignment with best practice frameworks
Although the Common Service Data Model (CSDM) provides a proven framework for structuring CMDB data, many organisations either do not adopt it or customise their CMDB to such an extent that best practices are undermined. Custom-built tables and CI classes may have been created to meet short-term needs, but over time, they become impediments to progress. The result is an overly complex data model that is difficult to maintain or upgrade and, perhaps most importantly, align with future ServiceNow capabilities.
3. Limited senior stakeholder buy-in
In our experience, the CMDB as a strategic tool is rarely successful without strong executive buy-in. A recurring challenge is the misalignment in leadership-level understanding of what a CMDB is and what it can achieve. When senior stakeholders view it as a purely technical tool rather than a strategic enabler, investment and governance suffer. This lack of buy-in means the CMDB remains underdeveloped, and the organisation misses out on the full value it could provide.
4. Poor quality and incomplete data
A CMDB is only as valuable as the data it contains. Too often, tagging is poorly designed or inconsistently applied, leaving default or irrelevant tags in place, which do not drive any real business value. Instead of enabling meaningful service mapping and impact analysis, the CMDB degrades into little more than a static asset list. Without confidence in the accuracy and relevance of data, stakeholders are reluctant to rely on the CMDB for any real decision-making.
5. Absence of dependency mapping
Closely related to the data quality issue mentioned above is the lack of dependency mapping. Without a clear view of upstream and downstream relationships, organisations struggle to assess the actual impact of incidents and change requests. This gap not only limits operational efficiency but also prevents IT from effectively supporting risk management, resilience, and compliance objectives, which are increasingly prevalent in today’s landscape.
6. Weak governance and accountability
Why do so many CMDBs seem to fall into ‘disrepair’? This is often directly related to the absence of effective governance. Many organisations lack clearly defined roles, responsibilities, and ownership for the CIs themselves; without this accountability, data integrity and quality quickly deteriorate, compliance issues emerge, and the CMDB falls into disuse. Governance is not simply about processes but about embedding responsibility within the operating model, ensuring that every CI has an owner accountable for its accuracy.
7. Treating CMDB as a one-off project
Finally, in much the same way that people treat the CSDM as something to be done once and forgotten about, another common misstep is treating CMDB implementation as a project with a start and end date. In reality, the CMDB requires continuous care to develop over time and deliver business value properly. Without ongoing investment in data quality, governance and stakeholder engagement, even the best-designed CMDBs will fail.
So how do we address this?
Our team has first-hand experience helping organisations navigate these challenges. A successful CMDB is not merely about technology; it involves understanding and aligning with business outcomes and adopting best practices such as the CSDM.
When implemented correctly, the CMDB becomes a powerful enabler of decision-making, resilience, and digital transformation. If these issues resonate with your organisation,
we would be glad to have a chat and help you turn your CMDB into a strategic asset rather than a missed opportunity.
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