In the age of Industry 4.0, IT/OT convergence is at the heart of digital transformation. However, the focus is usually solely on the technology level. However, the organizational changes that must accompany technological change are just as essential. Industry 4.0 will only develop its full potential if OT and IT teams work closely together. This is because true efficiency and innovative strength arise when previously separate silos become a strong, integrated team. The path to integrated teams is a process that reveals a company’s level of digital maturity. This article highlights the stages of this process towards organizational IT/OT convergence and the challenges of the each collaboration model. 
Stage 0: IT and OT Work in Silos
In many companies, IT and OT traditionally work in isolation from each other. IT teams look after the corporate networks, data management systems and cyber security, while OT teams are responsible for the operational production systems, machines and control systems in the factories. This approach has evolved historically as IT and OT have pursued different priorities and goals. 
Results and Challenges:
- No progress in the area of Industry 4.0.
- The lack of collaboration often leads to communication problems and a lack of coordination. IT teams are preoccupied with network security and data integrity, while OT teams prioritize the productivity and security of production equipment.
- The lack of integration hinders the possibility of creating data-driven, intelligent production processes.
Stage 1: Individual Industry 4.0 Project Teams
In the era of Industry 4.0, many companies have formed specialized project teams within their factories. These teams usually consist of OT specialists and implement initial digitalization solutions. Typical examples include the networking of machines or the integration of sensor technology to monitor the production process. 
Results and Challenges:
- Despite initial successes, cooperation between IT and OT remains poor.
- OT teams formulate their requirements to IT, but there are significant delays and misunderstandings due to different technical languages and priorities. As a result, IT delivers sub-optimal solutions that do not meet the needs of OT.
- As a result, progress stagnates and OT begins to develop isolated, highly specialized solutions (island solutions). Due to a lack of perspective beyond their own factory boundaries, the rollout to other locations is usually not economical.
Stage 2: Central Industry 4.0 Project Team
A key turning point in the organizational transformation towards IT/OT convergence is the formation of a central project team comprising both IT and OT experts. These teams operate at a strategic level and combine expertise from both areas. Together, they develop solutions that meet both the requirements of the production environment and IT standards. IT and OT experts now work hand in hand to collaborate on the development and implementation of Industry 4.0 initiatives. This improves communication and enables a holistic approach. 
Results and Challenges:
- The first lighthouse projects with great potential for company-wide implementation are being developed. These projects show that close collaboration between OT and IT can lead to successful results.
- However, the central project organization often competes with the operational business for resources such as personnel, budget and infrastructure, which leads to prioritization conflicts.
- In addition, expertise is heavily concentrated in the central project team. The digital transformation is not anchored deeply enough in the entire workforce.
- The “project” ends when the project goals are achieved. Digitalization, on the other hand, is a continuous process that requires constant adjustments and further development.
Stage 3: IT/OT Team Convergence
A decisive milestone in IT/OT convergence is reached when the two teams no longer operate separately. IT and OT work as an integrated team and the boundaries disappear completely. They work together to optimize the production landscape and drive digitalization forward. This collaboration no longer only takes place in projects, but throughout operations. Both teams make joint decisions on important topics such as cyber security or network integration at an early stage. A detailed description of the responsibilities of this team can be found here (see DataOps Team). 
Result:
- Both teams not only share information and tools, but also develop strategies together.
- Collaboration is continuous, which greatly increases the speed of innovation and efficiency.
- Problems such as resource conflicts or a lack of workforce integration no longer occur. The teams solve challenges early and holistically. In this way, digitalization is deeply anchored throughout the entire organization and can be scaled sustainably.
Conclusion: No IT/OT Tech-Convergence Without Team-Convergence
The successful implementation of Industry 4.0 requires more than technological innovations – it requires a profound organizational realignment. The full potential of Industry 4.0 can only be realized when OT and IT teams break down their silos and act as an integrated unit. Companies that undergo this maturing process not only increase their efficiency, but also secure a decisive competitive advantage in an increasingly digitalized and connected world. IT/OT convergence is therefore not only a technological challenge, but above all an organizational one. This article was inspired by IT/OT Insider and adapted based on the experience gained from hundreds of IT/OT projects by i-flow employees.
