The integration of IT and operational technology (OT) has the potential to enhance security, optimise processes, and cut costs. This is how it is done by the large organisations. But do you know how far the companies from different domains have advanced with the integration of IT and OT architectures? What are the opportunities of this convergence of IT and OT, and how can It or OT governance control and manage the previously separate worlds? A recent study carried out by the management consultancy 4C Group, along with Markus Westner from OTH Regensburg, evaluates these and other queries.
In this context, this article will explore the concepts of IT and OT individually and will discuss the possible opportunities of integrating IT and OT for the businesses.
Comparison Between IT and OT
OT is defined as hardware and software that tracks and controls the performance of the physical devices. The lowest logical level integrates seconds in the production plants. This control level includes programmable logic controllers.
The first layer in the OT ecosystem is the process control level that tracks, controls, and manages the overall industrial plants. A web of hardware and software is implemented for this, called Supervisory Control and Data Acquisition, generally connected to a human-machine interface.
Contradictorily, classic IT spans across systems that manage data and applications. On top, ‘corporate level’ ERP systems are there. Under this, there is an operational level, for example, a manufacturing execution system. IT or OT convergence defines the complicated project of relating and integrating IT and OT systems more closely.
Opportunities with IT and OT Integration
Security and cost-cutting are the greatest opportunities with the integration of IT and OT. Multiple things can be standardised, mainly in the area of IT security. The advantages of the convergence also include the continuous launch of security updates and central user management. The long experience of the IT organisation in this area makes it feasible to transfer best practices, technology, and awareness approaches to the OT side.
Apart from this, the synergy potential is also cited as an opportunity that could be focused through convergence. The standardisation included in it helps to discard redundancies.
Systematic Processes, Clear Requirements
Since convergence enables processes to be standardised and centralised, several entities can also minimise the costs accordingly. Other factors contributing to this include enhanced transparency, intensive ex
change between teams, and clear requirements.
A significant need could be a particular protocol for data access. Previously, there was insufficient communication. In turn, more money had been spent due to the fact that suppliers were chosen who could not address the IT requirements that were only determined later.
Production-related Data
Another significant advantage of integrating IT and OT is data provision. Production-related data, mainly data that could be processed and commercialised previously, generally offers great opportunities for organisations.
Additionally, production-related data can assist in improving existing products. To get started, data flows should be obtained consistently. You often have potential solutions, but a continuous data flow that runs end-to-end from the supplier to the consumer should be encouraged.
Finally, employees also benefit from the closer ties. They can learn and support each other. This arrangement also offers advantages in employee development. Employees can switch between the two areas, which can encourage internal careers and help acquire and retain talent.
Areas for Improvement in IT and OT Convergence
An unclear picture emerges regarding how far businesses have progressed regarding IT and OT integration. In a maturity model from the 4C Group, around 13% of the entities reached the highest optimization level. They have been successful in integrating IT and OT properly.
23% of companies are still in the ideation phase and running pilot projects at best. There are several types of IT/OT integration deployment between these two poles. The differences are prominent when it comes to processes and shared data use.
The study initiators observed that OT is often more decentralized than conventional IT. Separate production sites frequently collaborate with heterogeneous system landscapes, mainly for foreign branches. The wish to cooperate with IT also depends on the OT location.
Data Sovereignty with OT Areas
In the context of data management, it is obvious that sovereignty remains in the OT areas in most cases. A large volume of data is obtained during production. The data is then analysed and can be utilised to optimise processes. IT generally offers only the system for this. OT knowledge is generally required to interpret the data.
There is also area for improvement in communication between IT and OT areas. The majority of the people reported that only loose but regular echanges at least.
Security as the Common Driver
Security has been cited as the most significant driver for integrating IT and OT. The multiple legacy systems in OT often have pitfalls that potential attackers could exploit. Against this background, both sides aim to make progress in cybersecurity and security resilience.
However, there is often an absence of security policies and standards that are used practically by both. IT sets the specifications, while OT is liable for the implementation.
IT and OT Integration Framework
The project’s basic building blocks have been identified to create a governance framework. Concrete recommendations for implementing the measures are included.
The initial point is the shared vision and strategy that should be conveyed to the employees. The target image of convergence must be discussed for the organisation. However, without this, the implementation would not be possible.
An operational framework in a project portfolio, integrated with a concrete roadmap, is significant. Clearly defined roles and processes are also important. Policies and standards help in clearly defining the processes, responsibilities, and interfaces. For instance, an organisation works with policies in the form of purchase regulations defining minimal production facility requirements.
Additionally, it is crucial to cultivate a common language. IT and OT employees must be able to communicate on equal footing and create a common understanding of the project. This needs new formats and collaboration, like interdisciplinary teams or projects and working groups.
Recommendations for Integration
- Management support is needed for conveying the messages and driving goals. This helps in avoiding disputes between IT and OT departments.
- Due to the cyberattack threats in the OT sector, the systems should be protected.
- A central OT management can help in making communication between OT and IT smooth.
- OT areas are often less interested in integration as they find not benefits in it. Hence, there should be regular added value to make the convergence possible.
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