The earlier parts of this three-part series on the emerging edge infrastructure outlined my thoughts on the role of IoT and the challenges of the IT/OT gap.
In this issue, I want to frame the context for closing the gap. I am convinced that bridging IT/OT is the crucial task of next-generation technology implementations and requires forethought from both business stakeholders and technology practitioners. While the promise of the benefits of bridging IT/OT have been extolled, the process of obtaining these benefits can be daunting.
Preparing to close the IT/OT gap requires a concerted effort on many fronts, including:
Outcomes Identification –
At the outset, organizations need to lay out the business outcomes that need to be realized by bridging IT/OT. Greater value delivery to customers, business cost reduction, unlocking new business models, reducing risk, and modernization of legacy product portfolios are all examples of such outcomes. While it is tempting to take on multiple outcomes simultaneously, prioritizing these outcomes and establishing measures for assessing progress is paramount to a risk-mitigated approach. Leaders must make defining the outcomes a top priority and galvanize teams toward them.
Balancing IT/OT Needs –
Bridging IT/OT requires going beyond constituting teams with IT and OT stakeholders by establishing a decision matrix that allows for choosing between IT priorities (e.g., infrastructure security) and OT priorities (e.g., legacy support). It is natural that objectives for IT and OT will be at odds sometimes, so balancing needs is crucial and engaging with other business stakeholders is key. Tradeoffs can be made only when the teams are adequately represented by all parts of the organization and vigorous debate is facilitated about the pros and cons of actions.
Value Stream Mapping –
A useful tool to understand the scope and specific elements of change that the IT/OT bridge will bring is value stream mapping. While this has been successfully deployed in operations, it is not so prevalent in IT. At its core, value stream mapping breaks down processes into specific steps, and each step is evaluated for necessity, productivity, and efficiency. Automation and elimination of steps by bridging IT/OT gaps can add dramatic value. Manual operational processes can be automated using IT tools and infrastructure can increase employee productivity and customer satisfaction. Understanding the key processes targeted while bridging the IT/OT gap is, therefore, a key task.
Measurement and Phased Investment –
Since many aspects of business operations will be affected, initiatives that aim to bridge the IT/OT divide need rigorous measures to ensure that organizational objectives are being achieved in time. More important, it is best to assess whether investments are having the expected business impact before further investments are made. If assumptions at the start are no longer pertinent as the project progresses, new measures and objectives need to be defined. This reinforces the need to agile and iterative throughout the project, just as we have come to appreciate in how software is developed.
Resourcing –
Bridging IT and OT can be very complex and will require businesses to divert resources while ensuring there is continuity of existing business processes. This can be overwhelming and can be compounded by a lack of expertise, as well as the need to overcome the unconscious or even conscious bias that may exist on each side. Since the effort to bridge IT/OT often requires thinking differently, it may be prudent to get help from outside organizations. From choosing product hardware platforms to cloud infrastructure, the options available are numerous and require careful consideration. Additionally, a fast time-to-market requires pre-integrated modules and out-of-the-box functionality.
Arrow has been working with many organizations to close the IT/OT gap. As your trusted partner, Arrow can frame the issues and bring a full portfolio of services and solutions to address the technology challenges in your organization.
