A new IT hire walks into an organization, takes one look at the existing infrastructure, and declares, "This is all wrong! We need to rebuild everything from scratch." Sound familiar? This phenomenon, known as Not Invented Here (NIH) Syndrome, is when a newly appointed IT professional decides that the existing systems, tools, and workflows—no matter how functional—are obsolete and need to be replaced with their preferred solutions.

While change and innovation are vital in IT, NIH Syndrome often causes disruption, wasted resources, and unnecessary complexity. So why does it happen, and how can organizations manage it?

Why Does Not Invented Here Syndrome Occur?

1. The "I Know Better" Mindset

Many IT professionals come into a new role with previous experience and personal preferences for specific technologies. Rather than adapting to the current environment, they assume their past methods are superior and push for sweeping changes.

2. The Desire to Leave a Mark

Some IT professionals believe that to prove their worth, they must make a significant impact—which often translates into changing things that aren’t necessarily broken. This need to "put their stamp" on the organization leads them to dismiss existing solutions in favor of their own.

3. Lack of Context and Institutional Knowledge

Newcomers may not fully understand the historical reasons behind past IT decisions. They see inefficiencies but fail to recognize the trade-offs that led to the current system's design. As a result, they rush to replace instead of optimize.

4. Vendor Bias and Resume-Driven Development

Some IT professionals push for certain technologies because they are more marketable on a resume or have close affiliations with specific vendors. This results in changes that benefit the IT person more than the organization.

The Consequences of NIH Syndrome

1. Disruption and Downtime

Ripping out existing systems and replacing them with new ones is rarely seamless. Businesses may experience significant outages, broken workflows, and productivity loss as IT tears down what worked in favor of something untested.

2. Loss of Institutional Knowledge

Long-standing employees often understand the quirks and workarounds of existing IT systems. When a new system is imposed without proper transition planning, valuable knowledge is lost, and staff must relearn everything from scratch.

3. Increased Costs

Deploying new tools and platforms often requires licensing fees, training, migration efforts, and troubleshooting. In many cases, these costs outweigh the supposed benefits of the new solution.

4. Technical Debt and Unfinished Projects

Many NIH-driven changes result in half-baked implementations. The new IT person starts a transition but leaves (or gets replaced) before the migration is complete. The organization is then stuck with an unfinished, fragmented IT environment.

How to Manage NIH Syndrome in IT Teams

1. Encourage Understanding Before Change

New IT staff should be required to spend time learning about the existing infrastructure before proposing major changes. Implement a mandatory evaluation period where they must document why current systems exist and highlight specific, data-backed areas for improvement.

2. Require Business Justification

Changes should not be made based on personal preference. Any major IT overhaul must include a cost-benefit analysis, risk assessment, and proof of long-term viability.

3. Phase Out, Don’t Rip and Replace

If a new technology is genuinely better, a phased approach minimizes disruption. Running parallel environments allows teams to evaluate the new system’s effectiveness before fully committing.

4. Involve the Broader Team

NIH Syndrome thrives when decisions are made in isolation. Encourage collaboration between IT, business leaders, and end-users to ensure that proposed changes align with organizational needs.

5. Hold IT Accountable for Results

If an IT professional insists on changing a system, they should be responsible for its success. Tie their performance evaluations to the outcomes of their changes, ensuring they don’t simply replace things and move on.

Wrap

Not Invented Here Syndrome is a common but avoidable pitfall in IT. While fresh ideas and innovation are essential, they should be applied with careful evaluation, respect for existing systems, and a clear focus on business needs. Organizations must strike a balance between embracing new technologies and preserving what already works to avoid unnecessary disruption, wasted resources, and frustration.

The best IT professionals don’t just change things—they improve them. 🚀💡🔧

🦧Not Invented Here Syndrome | The IT Guy Who Wants to Change Everything🧑‍🦲