Automation: Overcoming the cultural gab between IT and OT

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The Evolution of Industrial Automation and the importance of Change Management:

An Update from a McKinsey Report

It's fascinating to look back at reports generated a few years ago and evaluate if the predictions held true. Several years back, I came across a report from McKinsey discussing the future of IoT projects and automation's impact on the marketplace.

More than two years later, I revisited this report and found that the experiences were far from what they initially predicted. The report mentioned something it called a "pilot purgatory" which described scenarios where companies launch pilot projects that don't turn out as expected, causing them to hesitate towards initiating another automation project. One of the main culprits behind these situations, according to the report, was poor change management.

The Intersection of Operations and IT

Understanding this dynamic requires an examination of operational professionals' value systems and that of IT professionals. Noticeably, these two groups view and approach work differently.

Operational professionals, especially during the COVID-19 pandemic, cannot easily transition to remote work given the nature of their roles. They work with specially designed machinery and focus on generating products while maintaining a particular quality and meeting deadlines.

On the other hand, IT professionals often operate remotely. Their work involves standardized systems and they prioritize data security and integrity.

The New Approach: Collaboration between IT and OT

This difference in approaches led to a crucial question: how could IT and OT professionals collaborate effectively for successful automation projects?

After deep dive research, I found most articles simply recommended gathering both parties on the same table and getting them to agree—a somewhat vague and unsatisfactory recommendation.

Taking a different approach, I delved deeper into the concept of progress, considering it as something individualistic, rather than societal. By bringing people together on a project and discussing what individual progress would look like in terms of an automation project, teams could then develop a shared goal.

Visualizing the Process and Identifying Fallbacks

Despite a shared goal, IT and OT professionals don't always speak the same language—this is where visualization comes into play. Sharing pictures or diagrams can help keep conversations going and improve mutual understanding.

Pitfalls and Fallback Solutions in Automation Projects

The following are key components to consider:

  • It is essential to plan for any potential pitfalls in the process.
  • Risk analysis plays a crucial role in identifying these potential hiccups.
  • Having fallback solutions ready improves the resiliency of the project.
  • Consider leveraging pre-existing solutions as fallbacks, especially if they served the purpose effectively prior to the proposed automation process.

Interchanging Buzzwords with Concrete Examples

Finally, when discussing automation solutions with stakeholders, swapping buzzwords for concrete, tangible examples makes communication more effective and promotes a clearer understanding of the process and benefits. Using relatable examples not only simplifies understanding but also paints a more accurate picture of the potential outcomes.

Conclusion

Through exploring the evolving landscape of industrial automation, this article underscored the importance of change management, clear communication and collaboration within automation projects. Using concepts such as personalized progress, practical visualizations, and concrete examples can help bridge the gap between IT and OT professionals, leading to more successful, efficient, and robust automation projects.


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