by Michael Magee and Darryl Benson

A Change in the Process

As commercial real estate (CRE) and critical infrastructure become smarter and more connected, integrating operational technology (OT) systems with informational technology (IT) infrastructure has moved from a technical aspiration to a business necessity. Building systems such as HVAC and lighting, elevators, and access control generate a massive amount of data that can significantly enhance the tenant experience, improve operational efficiencies, and increase an asset’s value.

Successful OT system integration isn’t just a technology challenge; it’s a complex exercise in change management. It requires aligning stakeholders, clearly defining organizational priorities, and maintaining momentum toward achievable goals. Without this alignment, even basic integration projects can falter.

One of the most significant challenges is gaining alignment amongst stakeholders regarding which data points to capture initially and what can be strategically staged for later phases. Many may advocate connecting to every sensor and system in the name of “data-driven decision-making,” but more data doesn’t always mean more value. In fact, it can create noise, obscure meaningful insights, make analysis harder, and complicate workflows. The real value lies in identifying and prioritizing the highest-impact data points capable of enabling faster decision-making, risk reduction, or tenant experience enhancements.

Managing More Efficiently

Balancing ambition with demonstrable momentum is also critical. Ambitious, expansive integration projects can often stall or fail to show value if perceived as overwhelming, have confusing workflows, or are overly complex. A pragmatic approach involves selecting system integrations capable of achieving initial quick wins—low-complexity, high-visibility integrations that deliver immediate value. Starting with outcome-focused metrics simplifies integration efforts, ensuring projects remain more manageable, measurable, and impactful.

For example, aggregating real-time alerts or enabling remote monitoring of key equipment are generally straightforward integrations and clear actions that show measurable value. If that type of monitoring is already in place, try prioritizing data such as temperature variances to predict HVAC issues, abnormal elevator usage patterns to know tenant traffic patterns, or real-time energy consumption to provide actional insights on how to reduce that energy consumption. Regardless of what data is chosen, early successes build credibility, secure stakeholder buy-in, and create the business case necessary for larger, more complex integration efforts.

Strategy is Key

Once early wins validate the approach, organizations gain multi-level support and confidence to pursue more complex integrations—such as normalizing OT data across multiple buildings, incorporating advanced analytics, or automating critical workflows. But without those early wins, the initiative can risk stalling before it begins.

Effective OT integration in CRE involves strategic prioritization, incremental success, and stakeholder alignment.

Viewing integration through the lens of change management—rather than purely technological implementation—positions organizations to work towards clear goals, deliver sustained value, and achieve long-term objectives.