An interesting excursus regards now the IT expert career. We can distinguish two main way to start and growth.
A more technical career, undertaken by engineers, statistics, mathematics, technicians or just high school graduated, that climbing step by step the hierarchy and starting learning a lot of theory or just simply practicing (to learn more about programming after), have a 6-8 years profession track. They become then coordinators (360 degrees product experts, technical documentation drafters, solution planner and strongpoint in the organization for IT problems) and then manager.

The second career usually starts with an Economics and Business graduation. They are usually called Business or product experts and even if they don't know much about informatics system behaviour they have a good data process flow and business related procedures knowledge.
Their strongpoint is the communications skills, the accuracy on formal details and product development process knowledge. Proper technical skills are not required (since relegable on other experts in the organization) but a good familiarity with Project Management is the main door to a future manager role.
In four years of experience they could succeed, even if this target could be delayed due to company strategy choices (sometimes not linked to any professional lack and some other due to scarce relationship skills).
As general rule however the IT expert, if moved by its passion and wish to experiment, has every time something new to face and to try and on the long period his work is appreciated from the company (even if not  necessary compensated with a promotion).

Who is then a good IT expert?
This role has clearly evolved during the year linked to business informative process importance: from a simple technician able to repair machines (more and more important and cheaper thanks to innovation) to a specialist, able to provide solutions for the business process good, to reduce costs and improve productivity (email communication implementation, internet site development, search engine promotion).
Informatics specialist is today a "Service supplier", able to provide open and easily accessible products, flexible and adaptable and at the same time good support for the business. He is then proactive to find best solutions to increase and diversify trade channel, production and commercialization (embracing the whole company process not only his related field or application).
Good IT experts well know that everything is related to people and people are the key success for business. People are company assets and IT specialist are among the most precious ones (especially in the case there is the possibility to propose ideas that will probably become goods and services).
Where people are the core of the business strategy the successful formula "good people (well motivated and paid) = good services" works perfectly.
Most of Italian companies base however their business on Co.Co.Pro project-based relations, without any strong client approach attitude. They are designed to exit the market in a short period of time cause lack of innovation.
Google would never have succeeded without recognize to its developers the value of their ideas and especially not make them feel guilty for any mistakes.

There is however another feeble point the IT expert suffers that is linked to their approach to find every time the best efficient and less costly solution. They face then management approach whose main target is instead to find the most share solution inside the organization and take the good choices (less mistake possible approach).
An IT manager has usually the problem to explain the solution found without a really ability (or aspiration) to understand from the people in front of him on the exact process behind. An efficient communication then is a stronger weapon than the ability to find the best solution, based on the common idea that the solution should satisfy everybody (no matter at which mean).
The sentence "in information technology field who governs doesn't know the matter and who is acquainted with doesn't decide anything" is really ordinary.
To better understand this question here below a simple example whose iter is more common than expected among companies. To solve a problem the company relies on a consultant or a consultant corporation as the simplest and most direct solution. Management task is then to convince and present the solution as the best possible and the "most beautiful" (thanks to its communication skill and lots of slides) even if anything but cheap. It is common also that a technician opposes this solution, being far from company procedures and hard and expensive (also in term of resources) to adapt, even if his opposition remains unheard. Sometimes this adaptation process is so hard and costly that the solution is trashed and replaced with an internal one (even easier, fastest and often already available).
The direct result is: the manager is saved by its technical team after have spent two times company resources. He is however presented as the one who have found the best solution possible and have recovered the risky situation.

Another interesting and grotesque side of IT expert life his the relations with the organization.
A lot of IT experts are just code makers, building products (often starting from a low level) based on client requests. Most of these requests are often illogic and abstract but the work is executed anyway without many objections.
Other IT experts spend most of the time explaining to the client how useless and low convenient is this or that request (most of the time based just on vague needs), proposing instead a better, more user friendly, effective and already existing solution.
Last category includes able communicators and Power Point slide creators. They have just a light technical background and reply to any problems linked to the most practice and productive level with the elusive "I'm not a technician" answer.
A good information expert (whatever is his level or role) excels for his foresight skill (understanding that even the simplest product could request up to 10 times the esteemed time), his attending capabilities (understanding exactly client needs and requests writing everything down if the case), a "suspicious and methodical" talent (testing everything several times as the best weapon to defeat client perplexities most of the times far from having a clear idea of the matter) and last but not least (often linked to a long experience) a good seller aptitude.

Finally the client will hardly understand the real complexity and effort behind a IT service. The focus will be on the final product and the compensation won't be based on the energies and the procedures spent to create it.
The situation can be compared to the work of a "esteemed surgeon" that even after a complex operation completely succeed saving a life would not have done anything more than is professional duty. Explaining and showing to the client or the organization the IT work complexity and value added offered as well as the improvement of the business capacity is one (probably the first) of the most important side to expand and develop.

In Italy this is again harder and more complicated with the further matter (linked to the "esteemed surgeon" principle) of the lack of an adequate salary.