The need for a control system migration: Building the case to upper management

May 15, 2025
Modernizing control systems not only addresses current vulnerabilities but also positions organizations for continued success in a rapidly evolving industrial landscape.

Control systems are foundational to ensuring the safe and efficient operation of industrial processes. These systems typically operate reliably for decades, quietly supporting production without drawing much attention. However, as time passes, signs of wear and degradation inevitably begin to emerge. In addition, system support becomes increasingly challenging due to obsolescence of parts and system knowledge.

Declining reliability can often be subtle, making it difficult to identify issues until they escalate. Left unaddressed, these systems can progress from minor limitations to major failures, unplanned downtime or, worst of all, critical safety incidents. For those who work closely with control systems, the need for updates or replacements is often obvious.

The challenge lies in effectively communicating this urgency to upper management. Gaining their support requires not only technical expertise but also a thoughtful approach to aligning technical needs with business priorities. Here are some recommendations to build a compelling case for migration.

Understand the perspective of leadership

Leadership teams are typically focused on high-level strategic goals and long-term organizational growth. While they are skilled decision-makers, their responsibilities may keep them removed from the day-to-day realities of plant operations, and certainly of the intricacies of control system upkeep. This can make it challenging to highlight the urgency of addressing aging control systems, especially when everything appears to be functioning from a distance.

To bridge this gap, it is important to frame the conversation in terms that resonate with leadership. Themes such as risk mitigation, cost efficiency and regulatory compliance align closely with their priorities. Present actionable insights that connect the technical realities of an aging system with tangible impacts on operations and the broader business strategy.

Building the case for migration

Securing upper management support for control systems migrations requires a combination of technical knowledge and strategic communication. By framing the discussion around risk, cost and long-term value, automation professionals can create a compelling case for proactive investment.

1. Tailor your messaging to cost savings, risk mitigation and operational efficiency

When presenting your case to upper management, it is essential to align your messaging with their priorities. Focus on how a control systems migration contributes directly to cost savings by preventing unplanned downtime and reducing long-term maintenance expenses. Highlight risk mitigation by demonstrating how an updated system reduces the likelihood of critical failures, compliance violations or safety incidents.

Operational efficiency is another key driver. Explain how modern control systems enable more streamlined processes, better data integration and improved decision-making capabilities. By addressing these priorities in clear, actionable terms, you can position the migration as a strategic investment that delivers measurable value to the organization.

2. Quantify the potential for downtime

Downtime can have significant financial and operational consequences, particularly during peak production periods. To make the case for migration, develop scenarios that illustrate the potential impact of a system failure. For example, calculate the revenue lost if a critical component fails and production is halted for 36 hours. Use these figures to show how proactive migration can prevent costly disruptions, ensuring uninterrupted operations and protecting the bottom line.

3. Speak to pragmatic consequences of delays

Aging systems come with inherent challenges that hinder operations and increase risks. Vendor support for legacy systems often becomes limited, making spare parts more difficult and expensive to procure. Additionally, older systems may lack compatibility with modern technologies, limiting opportunities for process optimization or data integration. By emphasizing these challenges, you can help leadership see the long-term benefits of investing in newer, more adaptable systems.

4. Create a clear return-on-investment picture

Upper management evaluates decisions through the lens of risk and return on investment (ROI). Use tools like risk matrices to quantify potential issues, such as equipment failures, safety hazards or regulatory non-compliance. Highlight the financial implications of these risks and demonstrate how a system migration mitigates them. Combining reliability data with a clear analysis of costs — such as lost production time and increased maintenance expenses — creates a persuasive argument for proactive investment. In addition to direct financial risks, there can also be health, safety, environmental and even reputational risks associated with control system failures.

5. Propose proactive solutions

Proactively planning for system migrations reduces the likelihood of costly emergency replacements. Lay out a clear roadmap that aligns with operational schedules, such as integrating migrations into planned maintenance cycles or facility turnarounds. Highlight how a phased approach can minimize disruption while addressing critical system needs.

Additionally, emphasize the role of partnerships with reliable vendors or integrators who can provide tailored support throughout the migration process. Proposing actionable steps not only demonstrates forethought but also helps leadership envision a controlled, strategic transition rather than a reactive one.

Conclusion

Modernizing control systems not only addresses current vulnerabilities but also positions organizations for continued success in a rapidly evolving industrial landscape. By focusing on measurable risks, tangible benefits and actionable solutions, automation professionals can frame migration as an essential investment rather than an optional expense.

A well-presented case, grounded in cost savings, risk mitigation and operational improvements, helps decision-makers see the value of proactive — and necessary — action.

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