Why IT-OT convergence requires companies to rethink their organisation
Jan-Henrik Svensson, CEO, Beamex
I often sense apprehension when discussing IT-OT convergence with companies reliant on legacy systems. For decades, operational technology (OT) and information technology (IT) have existed in separate silos, each with its priorities and practices. Bridging these worlds is no simple task since it can feel risky and even overwhelming. These feelings aren’t misplaced; they underscore why organisations need to move forward with IT-OT convergence rather than shy away from it.
For many companies, OT systems were designed in an era when connectivity was seen as a liability rather than a feature. These systems were purposefully isolated, with air gaps to shield them from external risks like cyberattacks. While this approach has historically ensured resilience, the reality is that the modern world demands connectivity. This creates hidden vulnerabilities, whether it’s a factory’s control systems or something as basic as an HVAC unit.
Facing the organisational hurdles
Unlike IT systems, OT infrastructure wasn’t designed to be updated or patched regularly. Any exposed vulnerability can lead to catastrophic consequences, as we have seen in cyberattacks on critical industries over the past decade.
IT-OT convergence isn’t just about upgrading technology; it’s about rethinking how organisations function. OT systems follow long-term investment cycles and operate on rigid, predefined schedules. By contrast, IT is iterative, constantly evolving with updates and fixes. This clash in approaches makes integration challenging.
Some organisations address integration by consolidating IT-OT governance under a single leader, often the Chief Information Officer (CIO). Others maintain separate structures but align policies and practices to encourage collaboration. At Beamex, we’ve seen that governance is the cornerstone for successful convergence. Without well-defined oversight, we risk fragmentation, which can create cybersecurity vulnerabilities and operational inefficiencies.
However, even with strong governance, one of the biggest hurdles in IT-OT convergence is the skill gap. Many OT engineers, who were trained decades ago, now face the daunting task of learning IT concepts. Conversely, IT professionals need to understand the unique challenges of OT environments. Neither group can fully succeed without the other’s expertise.
We’ve recognised this challenge within our teams at Beamex. While our employees are accustomed to working across IT and OT, onboarding processes are still heavily reliant on individual experience and ad hoc learning. We know there’s room to improve, whether through better training programs or fostering more collaboration between IT and OT professionals.
The CEO’s role in driving convergence
Peter Drucker, the “father of management,” famously said, “Culture eats strategy for breakfast. “ This notion rings especially true in the context of IT-OT convergence. This convergence demands not only new systems and processes but also a fundamental shift in organisational culture.
At Beamex, we’ve been bridging IT and OT since the 1990s, giving us a unique perspective on this transformation. Our experience underscores the importance of top-down leadership in driving change. As CEO, I must champion not just pilot projects but also the scaling of successful initiatives, which is often the hardest and most resource-intensive part of the journey.
IT-OT convergence is more than just a technical challenge for CEOS; it’s a strategic imperative. While CIOs and CTOs handle the technical specifics, CEOs must articulate the broader vision, demonstrating how convergence aligns with long-term goals. Shareholders and stakeholders expect this level of leadership.
Geography also plays a role. In Asia, greenfield projects often enable rapid adoption of advanced technologies, free from the constraints of legacy systems. Meanwhile, brownfield environments in Europe and North America face dual challenges: modernising existing infrastructure while fostering cultural shifts. Both scenarios require tailored strategies, but the cultural component is universal.
Lessons from Beamex’s journey
Our journey at Beamex illustrates the importance of adaptability. With 15,000 clients across 140 countries, we’ve seen how varied the maturity levels of IT-OT convergence can be. Some regions and industries lead the charge, while others lag. This disparity has required us to stay flexible and empathetic to our customers’ unique challenges.
Internally, our transformation began nearly a decade ago, with strategic changes at the board level. Bringing in members with expertise in AI and data gave us fresh perspectives and enabled us to adapt more effectively. These lessons highlight the need for proactive leadership and a willingness to embrace change.
IT-OT convergence is not just about technology; it’s about people, culture and leadership. Companies that succeed in this transformation will enhance their resilience, unlock new efficiencies and bolster cybersecurity. Beamex is committed to guiding industries through this complex journey, helping them navigate the challenges and seize the opportunities.
The future demands connectivity and collaboration. The question isn’t whether to converge IT and OT but how to do it effectively. By promoting shared visions and investing in skills and governance, organisations can turn fear into progress. Let’s shape the future together.
You might also find interesting
For a safer and less uncertain world
Welcome to our series of topical articles where we discuss the impact that accurate measurement and calibration has on the world and our everyday lives.