Cultural shift in the industry

In the digital transformation journey, the traditional divide between Information Technology (IT) and Operational Technology (OT) presents a major barrier. “They used to be isolated islands,” observes Leendert Mijnders, Manager Business Consultancy Industry at ICT Group. “IT is often associated with helpdesks and office applications. OT is tied to engineering and the technical domain, typically under the operations director. This leads to different management approaches: IT focuses on financial KPIs, while OT prioritizes operational KPIs such as uptime and continuity.”

“They often want little to do with each other,” says Mark Eijkenboom, Business Consultant at ICT Group. “I visit companies where a digitalization manager has worked on a use case for a year, but is already one-nil behind because IT wasn’t included in the vision. You also see OT managers saying, ‘I know better, I’ll buy it through a system integrator and leave IT out.’ That kind of individualism has to go. Without unity, there is no progress.”

From Integration to Unification

The next necessary step is what the ICT Group experts call Unified Technology (UT). “There’s no longer a real distinction between IT and OT,” says Eijkenboom. “It still exists in people’s minds, but that thinking belongs in the past. What we’re seeing now is a unified landscape: a fully integrated system where all departments are digitally connected, because modern technologies like AI only function properly when data from across the business is available.” “The limited interconnectivity between systems we used to talk about is already an outdated concept, it fits more with Industry 3.0,” adds Mijnders. “It started back in the ‘90s with early production management systems. Now we’re going much further: all business and production systems are becoming fully interwoven into a single whole.”

Start With a Central Vision

To adopt such a unified approach, organizations must first get the basics right. “We often start by mapping out the challenges and company culture,” explains Eijkenboom. “Then we establish a central vision on cybersecurity, for example developing a step-by-step implementation plan.” Another critical requirement? “Digitalization only works if it’s a C-level decision,” Eijkenboom says. “As long as responsibility remains split between two departments protecting their own kingdoms, cooperation will be limited to individual projects. You can put IT and OT managers together, but without a shared goal, you won’t move forward,” Mijnders adds. “Sacred cows need to be challenged. You need to look at the organizational hierarchy and create a sense of urgency for an integrated perspective.”

Cybersecurity as a Catalyst for IT/OT Integration

A key catalyst for bringing IT and OT together is cybersecurity—especially with the upcoming NIS2 regulations set to take effect in 2027. “Digitalization without security is a non-starter,” says Eijkenboom. “If you let each site figure it out independently, you end up with as many solutions as you have locations. You have to implement centrally maintained and monitored security controls.” The power of effective cybersecurity lies in simplicity. “Stop securing office and production systems separately under different standards,” Eijkenboom advises. “Instead of drafting separate stacks of documentation and procedures for both worlds, you can save significant time by developing a unified approach. This not only leads to better security but also ensures NIS2 compliance.”

Essential Digital Skills

Beyond technical integration and security, another critical success factor is the people involved. In a world where technology and processes are increasingly intertwined, employees must keep pace. It’s not just about using new tools and systems; it also requires a mental shift. Employees should be encouraged to develop and sharpen their digital skills. This can be achieved through training and workshops tailored to their everyday work. Creating a learning environment where mistakes are accepted helps employees feel more confident in experimenting with new technologies. Organizations must also foster a culture of continuous improvement and adaptation. That means encouraging feedback and celebrating success. Involving employees in the digitalization process gives them a sense of ownership and responsibility, which improves adoption of new systems and processes.

Furthermore, the benefits of digitalization must be clearly communicated. Employees need to understand how new technologies can make their work easier, improve productivity, and offer opportunities for personal growth. By highlighting the positives and showing how digitalization benefits them directly, resistance can be turned into enthusiasm and engagement.

Breaking Down Silos: From Resistance to Collaboration

Technical integration of IT and OT is one thing, but the human factor often proves the biggest challenge in practice. Eijkenboom’s experience shows that projects frequently stall because departments are working in silos. IT thinks in terms of stability and security, while OT focuses on uptime and production. These differing priorities can create conflicts that derail digitalization efforts. Overcoming these silos requires a focused approach to bring both worlds together. A key success factor is creating shared business goals instead of separate IT and OT objectives. Resistance to change is often rooted in fear of losing control or expertise. The key is to show employees that their knowledge becomes even more valuable in an integrated environment. An OT specialist who also understands digital systems becomes a major asset.

Ultimately, the success of this approach depends on structural changes. Team-building and workshops help, but if reward systems and reporting lines remain unchanged, people fall back into old habits. That’s why C-level commitment is crucial, organizational changes must support the new way of working.

New Roles, New Architecture

The organizational impact of this shift is significant. “Roles and processes fundamentally change,” says Eijkenboom. “The digitalization or IT manager of today becomes a UT manager, responsible for the entire landscape. The Unified Technology approach is essential if you truly want to digitalize.” For companies ready to start this transformation, the advice is clear: “Start by uniting cultures and define a shared vision at a central level,” Eijkenboom says. “Want to work with AI? Then you need alignment. That’s the essence of digitalization: you have to do it together. Not just on a software or hardware level, but also between people. Together is the keyword.”

Smart Industry Summit on 25 June

For those looking to delve deeper into IT/OT integration and Unified Technology, ICT Group will host the Smart Industry Summit on June 25, 2025, at Mereveld in Utrecht. The event is centered around the theme “Industrial Excellence – The Next Step in Digital Transformation.” Throughout the day, key topics will be explored that directly connect to the themes discussed in this article, including IT/OT integration as a driver of efficiency and operational flexibility, the role of data analytics and AI applications, and the broader process of digital transformation. Attendees will have the chance to share real-world experiences with industry peers facing similar challenges. The program includes inspiring keynotes and practical demonstrations, with a strong focus on hands-on applications tailored to modern manufacturing environments, where advanced technologies and human expertise intersect to shape the future of industry.