The study showed the gap between the ambitions and capabilities of IT leaders

More than half of IT executives in Russia strive to change the industry and create meaningful products, but in practice their capabilities are limited by daily workload and internal barriers. This is evidenced by the results of a survey of the South HUB community among C-level and IT executives, which were reviewed on April 17 by Izvestia.

"The study revealed three key issues. First: 40% of managers do not have time for long-term goals because they are completely absorbed in turnover. The second and most alarming thing is that every third person admits that he or she is the main obstacle, but 80% are confident that they can influence the situation in the company," said Alina Sayapova, co—founder and director of the South HUB program committee.

According to the survey, 54% of respondents dream of creating iconic technologies, and 51% are focused on financial stability. At the same time, 40% want to influence the development of the industry at the national and global levels, 37% want to launch their own business, and 30% want to achieve career growth. The interest in forming a team and training successors turned out to be significantly lower: only 23% of the participants chose this option.

At the same time, more than 80% of respondents are confident that they are able to influence the results of their work, the team and the situation in the company. However, actual barriers, including internal constraints and external factors, significantly reduce the realization of these opportunities.

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The participants identified market and geopolitical factors as the most significant obstacles (23%), but the cumulative impact of internal causes such as fear, lack of focus and procrastination was higher and amounted to about 30%. Constraints also included lack of time, resources, and regulatory complexity.

The study showed differences depending on the scale of the business. Leaders of small teams are more likely to focus on career and personal well-being, while representatives of the middle segment demonstrate the greatest fatigue and caution in making decisions. In large companies, top managers are more likely to seek to influence the industry, but at the same time they critically evaluate their own skills and lack focus.

Despite this, the study participants identify specific tools to achieve their goals. They consider working with a team, developing competencies, expanding professional relationships, and creating their own projects to be key factors. At the same time, it was the team and experience that were named the most manageable resources, while time and finances were the least controlled.

Sayapova stressed that as businesses grow, attention to strategic objectives decreases, and insufficient development of the talent pool can increase the vulnerability of companies. At the same time, she noted that managers' awareness of their own levers of influence is a positive signal for the further development of the industry.

On April 15, Evgeny Glagolev, head of the Prosebia psychological hub, told Izvestia that toxic behavior at work is more often manifested not in open conflicts, but in repetitive actions that undermine self-esteem and work stability. According to him, it is more difficult to protect personal boundaries in the work environment than in everyday life, since employees depend on each other and on management decisions. This often causes people to endure discomfort and avoid aggravating the situation. The first step to protection is to clearly identify unacceptable behavior for yourself. Instead of evaluating a person, it is important to record specific actions and their impact on work.

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