For years, IT/OT convergence has been a recurring theme in digital transformation conversations. It’s almost become a cliché. Everyone agrees it’s important, but few can define it clearly, and every company seems to have its own “flavor.”
That vagueness is both a challenge and an opportunity. IT/OT convergence is not just about technology stacks, data pipelines, or network architectures. It is about organizations, people, and how digital capabilities become part of the fabric of operations. And in the context of continuous transformation, this conversation remains more relevant than ever.
Why IT/OT Convergence Matters in Continuous Transformation
Digital transformation is not a one-time project—it’s a continuous process of adapting, learning, and embedding new technologies into how we operate. In that context, IT/OT convergence is essential.
Why? Because transformation cannot happen in silos. The systems that plan and account (IT) and the systems that control and execute (OT) must work together seamlessly. If they remain separate—organizationally, technologically, or culturally—you end up with fragmentation that slows down transformation instead of enabling it.
Can We Define It? And Why Does That Help?
One of the reasons IT/OT convergence feels vague is because it is often reduced to a technical exercise—connecting networks, integrating databases, or sharing dashboards. But that misses the bigger picture. To make it actionable, we need a broader and more ambitious definition.
At its core, IT/OT convergence is about making IT and OT inseparable. Not aligned, not just integrated, but merged into one digital foundation for the business.
That means:
Integration of technology across the entire operation—from planning and engineering, to execution on the shop floor, and even to customer-facing processes. IT and OT must form a continuous digital thread that spans the lifecycle of design, production, quality, logistics, and service.
Merging organizational roles and responsibilities—so that IT and OT aren’t two camps negotiating interfaces, but one team co-owning outcomes. The boundaries blur until it becomes irrelevant whether a capability was once “IT” or “OT.”
Embedding digital practices into operations—so technology isn’t an external tool to be “applied” to operations, but a core element of how the organization works, improves, and creates value.
One of the most dangerous misconceptions in digital transformation is treating technology as an external layer—something added on top of operations. This is what has been going on for decades, born out of necessity of dealing with super complex monolithic systems. It is a model that creates friction, and this friction is detrimental to progress - it will suffocate any digital adoption initiative.
Defining convergence in this way is helpful because it reframes the conversation: it’s not about how to connect two separate worlds, but how to design an organization where there is only one world. That shift in mindset is what makes IT/OT convergence transformative.
For digital technology to be impactful, it must be embedded into the way work is done at all levels: from the operator on the line, to the planner in the back office, to the leadership team setting strategy. IT/OT convergence makes this embedding possible.
When data, insights, and digital tools flow seamlessly across operations, technology doesn’t feel like an “extra.” It becomes integral to how people work, decide, and improve.
The Composability Pillar of Agile Operations
Finally, IT/OT convergence is inseparable from the principle of composability. To be agile, organizations need technologies that can be composed, reconfigured, and adapted as needs change.
That means convergence cannot be separated—neither organizationally nor by use. If IT and OT are treated as distinct silos, agility suffers. But when convergence is embraced, composable technologies support operational excellence: flexible enough to adapt, strong enough to sustain, and aligned enough to deliver value across the enterprise.
How Do We Know When It’s Complete? And Does That Matter?
Here’s the truth: IT/OT convergence is never “complete.” Like continuous transformation itself, it’s an ongoing journey. Technologies evolve, organizational structures shift, and new business challenges arise.
The goal is not to check a box that says, converged. The goal is to continually deepen the integration between IT and OT so that technology becomes invisible—it simply is the way you run operations.
So whether or not it’s ever “done” is less important than whether it’s continuously evolving to support value creation.
Moving Beyond the Buzzword
So, is IT/OT convergence vague? Absolutely. But it’s vague not because the idea lacks merit—it’s vague because it was born out of conflict.
IT and OT have so far been separate domains, each with its own responsibilities, budgets, and power structures. IT managed enterprise systems, data security, and corporate standards. OT managed the machines, processes, and operational continuity. Bringing the two together is not just a technical exercise—it’s a challenge to established authority.
That’s why IT/OT convergence often feels like a “hot potato.” Nobody wants to own it fully because it requires organizations to do things that are uncomfortable:
Merging organizations that were once distinct.
Relinquishing power as decision-making becomes more distributed.
Diminishing rigid responsibilities as democratized technologies empower more people to contribute to digital solutions.
At its heart, convergence means releasing control—accepting that digital technologies are no longer the sole domain of one function, but a shared capability that belongs to everyone.
And that’s hard. It’s hard for people who have built careers around defending their territory. It’s hard for organizations that have optimized themselves around silos. It’s hard because it requires a cultural transformation just as much as a technological one.
But here’s the truth: without this convergence transformation halts. You cannot achieve continuous transformation if half the organization is innovating in isolation while the other half is protecting legacy boundaries. The result is friction, fragmentation, and failure to capture the value that digital technologies promise.
This is why IT/OT convergence—however uncomfortable, however vague—remains critical. It is the cultural and organizational foundation on which digital transformation rests.
In the end, convergence is not about IT and OT learning to work better together. It’s about creating a new whole where the distinction ceases to matter. That is the mindset shift. And until organizations embrace it, “transformation” will remain more slogan than reality.
