IT/OT Convergence | Unlocking value through a tailored approach

Manufacturing
IT OT Convergence
Management Consulting
IT Transformations

IT and OT convergence is not a technological challenge
Information Technology (IT) and Operational Technology (OT) have long served distinct missions within organizations. IT supports enterprise functions such as HR, finance, and commercial operations by providing applications and digital infrastructure. OT enables plant operations by controlling and automating physical processes with sensors, actuators, controllers, and supervisory systems.

These differing missions have shaped distinct risk priorities. IT organizations focus on protecting data confidentiality, ensuring integrity, and maintaining availability (the CIA triad). OT environments emphasize availability and safety of physical processes, prioritizing real-time performance and operational continuity. These contrasting perspectives influence security policies, culture, standards, and investment decisions.

From Industry 4.0 to the need for IT/OT convergence
Industry 4.0 accelerated digitalization and the rise of cyber-physical systems. Smart factories, predictive maintenance, and data-driven decisions rely on seamless communication between enterprise IT and OT assets. Collaboration between IT and OT has shifted from optional to foundational.

Yet, more than a decade after Industry 4.0 was introduced, many organizations still struggle to bridge these worlds. Structural barriers, conflicting governance models, and fragmented vendor ecosystems often keep the benefits of digitalization out of reach. Based on our project experience, this article explores why convergence is so hard and how to make it work.


06 May 2025 minute read

Key takeaways about IT/OT Convergence

Achieving meaningful IT/OT convergence isn’t just about deploying smart technologies or chasing isolated value cases, it requires a fundamental shift in how organizations design, govern, and operate across domains. Drawing from cross-sector experience, this article outlines a holistic approach to overcome deep-seated structural and cultural barriers.

  • Value cases alone won’t drive convergence. They may secure funding, but without addressing infrastructure and understanding the stakeholders, they fail to scale.
  • One-size-fits-all approaches fall short. OT environments vary by industry, geography, and strategy; tailored approaches are essential.
  • Lasting change requires operating model redesign. Aligning architecture, governance, and collaboration is key to sustainable impact.
  • Mindset is the biggest barrier. True convergence bridges cultures as much as systems, demanding trust, shared incentives, and joint ownership.

Why IT/OT convergence matters now


Industrial assets often operate for decades with minimal change. Upgrades require significant investment and downtime meaning IT/OT transformation follows longer timelines than typical IT projects. Despite this, urgency is rising:

  • Cloud and AI adoption: Functions traditionally managed at Purdue level 3 (such as scheduling, inventory, quality, and maintenance) are increasingly shifting to cloud platforms to unlock Industry 4.0 use cases.
  • Cybersecurity threats and regulation: Expanding threat landscapes and stricter laws mean the long-standing “open by default” principle in OT is no longer acceptable.
  • Complexity overload: New compliance and functional requirements increase demands on IT/OT teams, stretching their capacity.


The pitfall of the value-case approach

Value cases (whether reducing downtime, improving energy efficiency, or enabling predictive maintenance) are great for justifying investment. They also deliver measurable returns: industry benchmarks report up to 50% productivity gains, 30% OEE improvements, and 70% scrap cost reductions.

But value cases often introduce new technologies without addressing foundational infrastructure, security, or operating capabilities. The result is more complexity, siloed success, and fragile operations. Sustainable IT/OT convergence requires more than chasing value; it requires aligning two domains under one organizational framework


Three structural barriers

  • Industry differences: Automotive refreshes production lines frequently, driving standardization. Energy generation assets run for decades with minimal change. These differences shape integration options.
  • Organizational structure: A global company with unmanned sites across time zones needs different tooling and staffing than a local operator with on-site teams.
  • Growth strategy: Mergers and acquisitions create patchworks of systems, while greenfield operators retain greater design control.

In short: IT is not OT. Applying generic best practices without context creates friction and undermines progress.

Our approach to bridging IT and OT

We advocate for a holistic redesign of the target operating model, creating durable capabilities backed by clear roles, responsibilities, and governance.
  • Architecture: Define desired outcomes first, then design architectural patterns that put OT applications at the center, supported by infrastructure, security, and integration.
  • Governance: Assign service ownership to the team best equipped to deliver (IT, OT, or cross-functional). Structure this globally or locally depending on assets and contracts.
  • Collaboration: Build processes and tooling for seamless IT/OT cooperation. This includes shared platforms, integrated escalation, and clear responsibilities, ensuring credible support for frontline operations.

Alignment across these three dimensions is critical to earn operator trust and ensure resilience. Without it, organizations risk fragmented support and fragile transformation.

Simon Dompeling

"New technologies are brought into operations without addressing foundational infrastructure & security"

Mindset is the real divide



True IT/OT convergence is not about frameworks or single projects. It is about organizational transformation: aligning systems, incentives, and decision-making across historically separate domains. Bridging this divide requires new operating models, redefined ownership, and sourcing strategies that reflect the industrial context.

Convergence is a journey, not a milestone. Organizations that embrace governance, collaboration, and a shared digital backbone unlock both innovation and resilience. Those that delay risk being left behind in a world where the backbone is not optional; it is existential.

Simon Dompeling Transformation Lead