IT/OT Alignment: A crucial Catalyst for real Industrial Transformation

Patterns, Anti-patterns and collaboration models

In today’s fast-evolving industrial landscape, IT/OT Alignment stands out as a critical driver of efficiency, agility, and innovation. As companies push forward with digital transformation initiatives, the integration between Information Technology (IT) and Operational Technology (OT) becomes essential. Sometimes referred to as IT/OT Convergence, it is much more than changing org codes and getting the mandate from higher management to “just work together”. Achieving true IT/OT Alignment presents unique challenges, requiring a strategic blend of technical expertise and cross-functional collaboration. This article explores the core of IT/OT Alignment, breaking down the key patterns and pitfalls that can either accelerate or obstruct this essential convergence. We will analyze various cooperation models that foster successful IT/OT integration, providing actionable insights into the strengths and limitations of each. Whether you’re at the start of your alignment journey or refining existing processes, this comprehensive guide offers the strategies and knowledge needed to drive lasting industrial transformation.

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Chapter 1

Anti-Patterns or ‘How to Derail your Allignment Fast’

Aligning IT and OT teams—or even just improving collaboration between them—is about more than scaling technology and developing value-driven applications. True IT/OT Alignment demands organizational structures that embrace diversity without succumbing to unnecessary complexity. By fostering adaptable workflows and streamlined processes, companies can drive integration that enhances innovation and operational resilience.

Divergence might happen sooner than you think

The road to IT/OT Divergence happens sooner than you might think.

Anti-Pattern 1: IT/OT Alignment as a Top-Down Mandate from Management

Driving IT/OT Alignment isn’t like designing a new production line. Instead, it involves navigating complex socio-technical systems where IT and OT: (1) are led by teams with specialized skills, (2) operate through distinct processes, (3) rely on partially shared technology, (4) pursue different objectives, and (5) adhere to unique cultural norms.

The outdated notion of separating thinking from doing—where leadership dictates while workers execute—stems from a bygone era. Yet, this top-down approach to IT/OT Alignment persists unintentionally in many organizations, reflecting entrenched management habits.

When leaders with engineering or operations backgrounds are promoted, two potential paths emerge: (1) they impose traditional methods on digital initiatives, hindering progress, or (2) they embrace leadership, foster diverse perspectives, and create space for innovation and growth. The latter approach unlocks new opportunities, paving the way for successful IT/OT Alignment and sustainable transformation.

Anti-Pattern 2: IT/OT Alignment Is Not About Making OT More Like IT (or Vice Versa)

A common misconception about IT/OT Alignment is the belief that success lies in transforming OT to mirror IT—or vice versa. This flawed approach often leads to competition rather than collaboration, with each side asserting superiority: “Our technology is more advanced…” or “We have deeper operational expertise…”

Such thinking undermines the foundation of IT/OT Alignment. Instead of fostering cooperation, it breeds resistance, disengagement, and ultimately talent attrition. The reality is that both IT and OT bring unique strengths to the table, and forcing one to conform to the other risks alienating key contributors.

It’s important to acknowledge that while IT often drives innovation due to larger talent pools and faster adoption of new methodologies, OT’s deep operational insight remains invaluable. Alignment thrives not by choosing sides, but by leveraging the strengths of both domains to create a resilient, forward-looking organization.

When either IT or OT begins asserting dominance, friction, mistrust, and divergence are inevitable. True IT/OT Alignment emerges from mutual respect, shared goals, and an understanding that convergence is a collaborative effort—not a competition.

Read our full article on the anti-patterns here

Chapter 2

Patterns or ‘What You Should Do To Align IT and OT’

Real IT/OT Convergence is Expanding the Common Ground, both technically and organizationally.

Pattern 1: True IT/OT Alignment Expands Common Ground—Technically and Organizationally

In IT/OT Alignment, the “green box” symbolizes shared ground—common technologies, processes, and mindsets that bridge the divide between IT and OT. Initially, these domains often operate in silos, with contrasting tools and approaches: DCS versus ERP, PLCs versus cloud servers, agile workflows versus rigid requirements, or CI/CD versus FAT. However, as collaboration becomes essential, these differences can drive up costs and slow progress.

Organizations that successfully expand this shared space unlock greater innovation, deploy solutions faster, and solve production challenges more effectively. The key isn’t a visionary leader or the latest trend. Instead, sustainable IT/OT Alignment requires fostering cooperation, methodically eliminating barriers, and respecting the unique strengths of each domain. By broadening common ground, companies position themselves for long-term industrial transformation.

Alignment is about expanding the common ground. That common ground encompasses both technical and organizational aspects. As a consequence of that expansion, collaboration becomes easier allowing the organization to effectively solve business problems.

Forget Convergence, start with Cooperation

Pattern 2: Prioritize Cooperation Over Convergence in IT/OT Alignment

Successful IT/OT Alignment isn’t about forcing immediate convergence—it starts with fostering cooperation. Expanding common ground, both technically and organizationally, is a gradual process driven by continuous collaboration. While technology imposes certain limits on full integration, exposing teams to both IT and OT environments creates a significant advantage in adopting and implementing new innovations.

Organizational alignment is just as critical, and two proven cooperation models can accelerate progress: facilitation and temporary central project teams.

Facilitation: A small group of liaisons bridges IT and OT teams, promoting trust and collaboration without adding unnecessary silos. This model supports organic growth but isn’t a substitute for a larger digital strategy and may lack scalability.
Temporary Central Project Teams: For a limited 1-2 year period, a dedicated team of motivated IT and OT professionals works together on key projects. This model drives early cooperation, catalyzing long-term organizational evolution. The key to success lies in clear timelines, the right talent mix, and a shared commitment to transformation. Without visible change at the end of the period, the initiative risks losing momentum.

By focusing on cooperation first, organizations lay the foundation for sustainable IT/OT Alignment, ensuring smoother integration and faster progress in industrial digitalization.

Improving cooperation between IT and OT is always the best next step.

Read our full article on the patterns here

Chapter 3 — Pick your Model