Synchronizing IT and OT

The convergence of OT and IT is gaining traction, driven by the expanding enterprise threat surface and heightened cybersecurity concerns. As OT data from telemetry and sensors integrates into the enterprise data model, digital transformation is fostering end-to-end process thinking beyond departmental silos, setting the stage for broader convergence discussions. Here are five areas we need to reflect on and design around as we bring Information Technology and Operating Technology together.

Balance Agile Frameworks and Long-Life Assets

OT relies on a diverse range of long-life, high-value assets, many of which are not IP-connected or operate on outdated software. As digital transformation progresses from “digitization” to “differentiation” and “disruption,” agile software and machine learning are redefining smart manufacturing, predictive maintenance, industrial safety, and asset optimization. Balancing these long-life assets with modern tools is crucial.

Converge, Segment, and Connect Assets

Unlike IT equipment, OT machines are infrequently replaced or upgraded, and patch management and cyber hygiene are often inconsistent. A full inventory of OT assets and their connectivity is essential. While connecting these assets to the network allows for better monitoring and alert management, it requires significant investment and oversight. Each device's translation effort varies, and finding consultants for legacy OT software can be challenging. Network architecture decisions—whether to run OT on a separate network or integrate it with the enterprise network—must be carefully considered to maximize data value.

Adoption vs. Standardization Balance

Existing IT metrics and indicators can inform a common governance framework for OT. It's essential to balance the adoption of new digital tools with the need for standardization. Each situation should be evaluated individually for the cost/benefit of standardization. For example, providing operators with augmented reality apps for remote assistance on broken machines can yield high short-term returns, even if not fully standardized. Intentionality in approach is key.

Unified Data Governance Model

Data and cybersecurity are the primary points of interaction between OT and IT. Managing OT data involves capturing streaming data, architecting for edge/core, building a data management platform, and managing data dictionaries, catalogs, and lineage. Processes require end-to-end transformation, and OT and IT data must be combined to address significant business opportunities. Expanding and maintaining Enterprise Data Management to include manufacturing data is critical.

Capital Allocation and Investment Decisions

Companies' approaches to OT investment vary based on their level of centralization. Decentralized companies often decentralize OT investments, except for cybersecurity, which is typically managed by IT. Some organizations centralize decision-making while decentralizing asset management and depreciation. In other cases, IT and OT are converged and managed through the same CIO office. Regardless of the approach, intentional capital allocation and investment decision-making across OT and IT are valuable.

In conclusion, synchronizing IT and OT through a strategic framework and a balanced investment strategy is essential for optimizing digital transformation, operational efficiency and cybersecurity. This is a journey across the industry that is just starting and top of the list for so many of my peers.