隨著新興科技的發展，工業4.0已成為當今製造業發展的重要趨勢。許多企業為了實現智慧製造的目標，紛紛開始進行數位轉型，引進新的技術。然而，實際上落實新技術並不容易。營運技術(Operational Technology : OT)與資訊技術(Information Technology: IT) 兩個不同世界的人現在開始有了交集，為了企業的共同目標邁進。在協作的過程中，因為不同組織結構、不同視角、不同職責導致雙方在融合的過程中遭遇許多困難與挑戰。儘管學術界關注IT/OT融合的技術發掘，但對於這種現象的組織或管理層面的角度探討卻相對較少。本研究採用質化訪談的方式，邀請同一家公司的IT、OT初階、中階和高階專家，並且利用康威定律 (Conway’s Law) 的觀點－指組織的溝通結構會影響到該組織所設計的系統架構，來探討企業的組織結構對於IT/OT融合時的系統架構影響。本研究發現，IT/OT都認知IT在融合項目佔有一席之地，由於沒有系統就無法將資訊流從IT層打通到設備層，而要順利的打通需要符合IT/OT雙方需求的系統架構。否則，組織的實務流程與系統流程不相符時，無法被有效執行，也造成智慧製造專案無法有效落地或順利推展。本研究建議，企業應該設計適合IT/OT融合的組織架構、明確的分工與專業顧問的協助、強化IT與OT部門的協作與溝通、改善組織溝通與需求明確化、與建立專責的IT/OT融合指揮單位。這些措施將有助於企業順利執行IT/OT融合項目，實現智慧製造的目標。

With the development of emerging technologies, Industry 4.0 has become an important trend in today's manufacturing industry. Many companies are actively undergoing digital transformation and introducing new technologies in order to achieve the goal of smart manufacturing. However, implementing new technologies in practice is not easy. IT (Information Technology) and OT (Operational Technology) people from two different worlds now have intersected to work together towards common goals. In the collaboration process, different organizational structures, perspectives, and responsibilities often lead to many difficulties and challenges in the integration process. Although the academic community is focused on exploring the technical aspects of IT/OT convergence, there is relatively little exploration of this phenomenon from an organizational or managerial perspective. This study used qualitative interviews to invite IT/OT experts at different levels (entry-level, mid-level, and senior-level) from the same company. The study adopted the perspective of Conway's Law, which states that "organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations." to explore the impact of the company's organizational structure on the system architecture of IT/OT convergence. The study found that both IT and OT recognized the importance of IT in the integration project. Without a system, information flow from the IT layer to the equipment layer cannot be successfully achieved. A system architecture that meets the requirements of both IT and OT is needed to successfully connect the two layers. Otherwise, when the organization's practical processes do not match the system processes, the smart manufacturing project cannot be effectively executed, which also causes difficulties in effectively landing or promoting the smart manufacturing project. The study suggested that companies should design an organizational structure suitable for IT/OT convergence, establish clear divisions of labor, seek professional advice, strengthen collaboration and communication between the IT and OT departments, improve organizational communication and clarify requirements, and establish a dedicated IT/OT convergence command unit. These measures will help companies successfully execute IT/OT convergence projects and achieve the goal of smart manufacturing.

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