Technology Converges, We Respond

It’s wise to recognize what is within your control—and what is not.

We often see the phrase “IT/OT Convergence” in countless websites and articles. Despite its popularity, the term lacks a universally accepted definition, and the referenced components—IT and OT—are themselves not precisely defined. While the term “IT” has been in use for decades, “OT” only gained traction more recently.

Some interpret “convergence” as organizational or process changes, while others see it as a technology matter. In either case, the focus is often on the differences between IT and OT—an approach that may be missing the point. Instead, we should consider what “convergence” actually means. Merriam-Webster defines convergence as “the merging of distinct technologies, industries, or devices into a unified whole,” which seems particularly apt for this discussion.

The reality is that the technologies behind computing and networking have been converging for decades, regardless of their application domain. In the past, computing and networking technologies used for operations and automation were clearly different from those used in business systems. That distinction has largely disappeared. From the early adoption of Microsoft Windows for engineering and operator workstations decades ago to the widespread use of IP and Ethernet protocols in place of proprietary ones, this trend has been driven by economics and business needs—and it cannot be stopped.

Given that this convergence is beyond normal control, those developing and using operational and automation technologies—suppliers and end users alike—must focus on how they respond. Rather than debating whether convergence is good or bad, it’s time to acknowledge that it simply happens.

The emphasis should now shift to convergence in areas such as policy, program and process definitions, and organizational design—areas that can be managed. For example:

• It may not be wise to converge policies that govern technology procurement and support, as these depend more on the context of use than on the technology itself.

• Technology-related programs and projects may be converged in certain cases, such as security initiatives, but only if staffing and expertise fully represent the specific needs of both IT and OT.

• Business processes and organizational structures should only be merged if there is a clear potential for significant improvements in productivity, expertise, or other areas.

In summary, technology convergence is a natural and unstoppable phenomenon. Success lies not in resisting it, but in how effectively organizations respond.