How to Overcome the IT and OT Convergence Challenges in the IIoT Era

Industrial Internet of Things (IIoT) promises efficiency improvements, accelerated time-to-market, and better products. But implementation is fraught with challenges.

The challenges have not received the attention it deserves because only 14% of enterprises have connected their manufacturing floors to the IT department, so far. But adoption is growing. 37% of enterprises deploy projects using IoT, and 21% of enterprises have IoT projects in the proof-of-concept stage. Another 24% of enterprises will put in place IoT projects within the next two years.

IoT thrives in a modern, connected environment. But no industry can discard entrenched systems and adopt new technology as soon as one becomes available. Many enterprises still run on operational technology (OT). Successful deployment of IIoT requires collaboration between new-gen IT and traditional OT. Such integration poses a host of challenges.

The Integration Challenge

OT is, at its core, a collection of hardware and software to control or track physical processes. Most OT systems are closed and proprietary standalone entities. Enterprises never intended to connect these systems when deployed. In contrast, most IT systems connect applications and share data. Today, a majority of IT applications are open and standards-based.

Lack of communication between disparate IT and OT systems:

inhibits OT data in analytics and business intelligence.
prevents OT from leveraging the functional and performance improvements offered by IT.

The flexible, interoperable environment created by IoT blurs the line between OT and IT systems. The IoT ecosystem encompasses the smallest devices to the largest data centre.

IoT gateways close the gap between devices in various locales. The gateway gathers and processes real-time operational data from various devices, at the network edge. Such gateways deliver high scalability and reduce endpoint processor, memory, and storage requirements. It also streamlines product development. The gateway offers an abstraction layer between devices and higher-level applications.

Kick-start integration programs with pilot programs. Pilot projects make it possible to check the feasibility and business impact of OT/IT convergence. It unearths latent obstacles and hidden costs and paves the way for a smoother full-scale deployment.

But several challenges exist beyond the technical ones.

The Challenge of Proprietary Lock-in

Most business units are locked into specific OT vendors. They have to match the product development plans and release cycles of their vendors. They cannot take advantage of the cost savings of standards-based solutions. Designing, implementing, and supporting parallel technology is inefficient at a corporate level.

Successful IIoT requires replacing proprietary operational control systems with open solutions. There is no easy short-cut to this imbroglio.

The Challenge of Contrasting Ownership

IT belongs to the corporate team, headed by CIOs and C-suite executives. OT belongs to the production floor. It involves operations managers, systems engineers and other non-IT stakeholders. The approach, scope, and functions of both teams differ.

The contrasting ownership creates a disconnect in organizing, delegating and managing projects. The onus is on the C-suite to understand the role shifts brought by IIoT and make strategic interventions.

The C-suite has to:

dedicate resources to support the convergence of IT and OT.
encourage IT and OT units seek common ground for common outcomes.
spearhead awareness and education overreach

The Challenge of Differing Skill Sets

OT finds application in specialized systems running critical infrastructure. IT has a generic across-the-board application. Often, significant gaps in knowledge of OT-specific systems and environments exist within the IT realm. Such differences risk interoperability and pose security challenges.

There is no short-cut to resolve the skill-shortage plaguing emerging technologies. Enterprises need to enhance in-house competencies, or head-hunt talent externally. It often takes a mix of both approaches to get adequate talent. Creating cross-functional teams helps to resolve management and implementation conflicts. Such teams allow IT and OT to share their skills, perspectives, and experiences.

The Cultural Shift

A significant difference exists between most OT and IT teams, in approach and culture.

OT practitioners, tied to production and output, are budget-driven. They seek measurable KPIs and metrics and seeks a measurable return on investment (ROI). The digital transformation powered by IoT enamours IT. They are more willing to see the unquantifiable impact of digital transformation, such as positive brand image, favourable word of mouth, long term goodwill, and other similar considerations.

In today’s demanding business environment, the C-suite is unlikely to commit any resources without a positive ROI anyway. IT teams could help OT teams see the bigger picture of customer satisfaction and job satisfaction, beyond operational efficiencies.

The Convergence of IT and OT

The compulsions of IIoT prompt organizations to converge IT and OT. Despite the deep schisms, IT and OT teams work together on IoT projects on an as-needed basis in 44% of enterprises. IT and OT cooperate from conception through operations, in one out of every three enterprises. 41% of OT practitioners expect IT and OT roles to overlap over the next two years.

Proactive leadership drives such convergence forward, for tangible business gains.

Andre Rodrigues

As a software and IT solutions advisor, Andre leads a team of technology consultants for implementing Account-based Marketing strategies to IT customers. In his 30 years of working experience, across the region, Andre has helped numerous clients improve existing business systems and IT infrastructure. This experience has helped Andre secure a unique knowledge and understanding of the challenges faced by these sectors.