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Kalman Tiboldi - CTO & Founder at GemOne-TVH - Simplify or Die: Why Complexity Is the Real IT Challenge
Italy Sep 25, 2025 Invitation Only Physical italian
Nel percorso verso l’AI e la trasformazione digitale, dati e automazione sono gli elementi centrali di ogni strategia tecnologica. Ma senza una governance chiara, rischiano di diventare non solo fonte di inefficienza, ma anche di rischi e incoerenza. Come garantire che i dati siano completi, accessibili e affidabili? Come automatizzare le operation IT e i processi aziendali mantenendo controllo, compliance e sicurezza? Durante questa roundtable esclusiva, organizzata da CIONET Italia e IBM, affronteremo: La governance come abilitatore di dati affidabili e automazione sicura. Come prepararsi a un’adozione dell’AI realmente scalabile. Il ruolo di controllo, resilienza e gestione del rischio nell’innovazione.
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Belgium Oct 16, 2025 Invitation Only Physical english
AI isn’t just another tool. It changes how we work, how we think, how we organise ourselves.Yet most organisations still approach it like a digital upgrade, deploying assistants, automating workflows, testing use cases inisolation.The results are predictable. Short-term wins. Long-term confusion.Effort spent. Value unclear.Many companies can’t connect AI to their actual strategic goals,and the promised ROI never materialises.At the same time, something deeper is shifting.AI can now reason, decide, adapt. Not just mimic processes butcontribute to them.The technology is evolving, but the way we implement it hasn’tcaught up.If your AI still fits inside a single department, you’re likely solvingthe wrong problem.If it works only for individuals, you're missing how your teamsactually deliver value.If it replaces people instead of supporting them, you're buildingfor today, not tomorrow.The next step isn’t more AI. It’s the right AI.Built for your business, your teams, your way of working.Not a tool to add but a structure to build around.Are we ready to treat AI as a shared capability, not a scatteredexperiment?Can we move beyond individual efficiency and build systems thatcollaborate, learn and adapt with us?Those are the questions we’ll explore at the round table.
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Germany Oct 28, 2025 Country Members Physical german
Am 28. Oktober lädt CIONET CIOs und Digital Leaders nach Köln ein: hier stellen wir reale Anwendungsfälle vor, in denen KI-Agenten Aufgaben autonom übernehmen, Prozesse beschleunigen und Entscheidungen vorbereiten – mit messbarem Nutzen für das Business.
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France Nov 4, 2025 Country Members Physical french
À l’ère des mutations géopolitiques et réglementaires, l’établissement d’une souveraineté numérique est devenu un élément stratégique essentiel pour les entreprises. Ce dialogue stratégique mettra en lumière le rôle fondamental du réseau dans la mise en place du contrôle, de la confiance et de la résilience. Nous explorerons comment une infrastructure moderne et résiliente permet d’appliquer des politiques de gestion des données et d’assurer la continuité opérationnelle. Ce dialogue stratégique, réservé à un groupe restreint de pairs, est conçu pour permettre aux leaders du numérique d’échanger sur l’un des enjeux les plus urgents aujourd’hui. Nous discuterons des réseaux « sovereign-ready » et débattrons des préoccupations croissantes autour de la souveraineté des données, qui motivent l’adoption de politiques de confidentialité et de protection des données de plus en plus strictes à l’échelle mondiale.
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Netherlands Nov 10, 2025 Public Physical english
CIONET Nederland vertrekt met een groep Nederlandse CIO's en digital leaders 10 t/m 12 november 2025 voor de geheel verzorgde CIO Innovation Trip naar de Web Summit in Lissabon, Portugal. Reis jij mee of neem je collega(s) mee!
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Schneider Electric leverages AI to help develop employees’ careers
Schneider Electric’s OTM platform uses AI to empower employees to make connections, volunteer for new opportunities, and gain new skills and experience within the organization.
AI is coming into its own as a practical technology for helping companies with a range of initiatives, from improving customer experience to streamlining business processes. And, while the technology’s long-term impact on the workforce remains unclear, some companies, such as France-based Schneider Electric, are putting AI to work to aid employees in advancing their careers.
The global energy equipment and solutions provider’s Open Talent Market (OTM) platform, launched in early 2020, gives employees more agency around identifying mentorship opportunities, upskilling, and growing their networks within the organization. Using AI, the platform scans user profiles to identify the right skills for projects in the organization, or to pair up mentors and mentees who would be a good fit for each other. It even enables employees to market their skillsets internally.
“I remember sitting in an auditorium in the office in the US in late 2019 when I was relatively new to the company,” says Shannon Booth, senior talent development partner at Schneider Electric, of the company’s initial presentation for OTM. “And I just remember sitting there thinking, ‘This is going to be so useful for me,’ because I don’t feel like I’m a natural networker.”
To make use of the platform, employees set up a profile where they can upload their resumes directly from LinkedIn, including current skills, past experience, future aspirations, and more. And, on the flip side, employees can also post opportunities for projects in their department where they might need a certain skillset that isn’t available on their current team.
“The more information you give, the more it’s going to give back,” says Booth, adding that the platform uses AI to match employees with opportunities, relevant roles, projects, and potential mentors to help grow their careers. OTM also includes a career development feature, where employees can “explore potential career paths and establish short-term development tracks to address upskilling,” she says.
SHANNON BOOTH, SCHNEIDER ELECTRIC
More importantly, the platform’s AI helps employees gain ownership over their career paths without bias around gender, age, or ethnicity.
“We want employees to find meaningful work, we want to offer equal opportunities, we want to be inclusive so that everyone has equal opportunities and access, and we really want employees to feel empowered to drive their career. All of that ultimately, when it works, increases talent retention — that is one of the main goals, to retain our employees,” Booth says.
Another major benefit of OTM is that it enables Schneider Electric to address any skills gaps in the organization without having to hire temporary workers or recruit outside the organization.
For example, Felix Ramos, who manages a software application that is in high demand from internal employees and external customers, turned to OTM to expand the capabilities of his team, which is small and operates with limited budget.
“We could not have supported all [internal employees and external customers] without volunteers from the Open Talent Marketplace,” says Ramos, program manager for energy management software at Schneider Electric.
FELIX RAMOS, SCHNEIDER ELECTRIC
With OTM volunteers, Ramos’ team was able to expand its capacity by “at least 1.5x to 2x,” he says, noting that the experience was equally beneficial for the volunteers, many of whom “altered the courses of their careers because of their experience on our team.”
“It was easy to post a job, and once I did, within hours I would have candidates applying. And it empowered me to do so without going through layers of people, approvals, and milestones to engage a candidate,” Ramos says, adding that OTM helped him become a stronger manager as well by enabling him to gain more experience with recruiting and managing a wide range of diverse candidates.
Jessica Kipper, senior director of software product management, found her team under-resourced for an opportunity to showcase options for a better user experience on a global hospitality client’s website. Because her team wanted to move quickly, Kipper posted to the OTM to find UX designer help.
“We scoped four to eight hours weekly, across four weeks, with a UX designer from another team that wanted to increase her exposure to sustainability and work on other interesting projects to further her skill set and broaden her network. She partnered with our designer to outline the problem and approach to the deliverables,” Kipper says.
JESSICA KIPPER, SCHNEIDER ELECTRIC
The UX designer conducted interviews with the team to identify requirements and then created “three very different approaches to showcase various options for the client to consider depending on the core needs of their users quickly, but in a high-fidelity protype,” Kipper says.
With support from Kipper’s team, the UX designer they found through OTM was the “creator of the primary deliverables,” Kipper says, providing significant impact on an opportunity that might otherwise not have been capitalized on as efficiently without OTM.
Leveraging internal talent to meet specific skills needs in the organization also helps bring more passion to important projects. By identifying people who are interested in those topics, or who have the right skills, OTM can connect engaged workers with opportunities to assist in new departments and roles — and, as Ramos noted, in a way that erases red tape as HR doesn’t have to be involved in the process. Managers and employees can reach out directly to one another and connect over opportunities.
“It really accelerates connections” among the 120,000-plus global employees at Schneider Electric, Booth says. “It is shrinking the company in some ways, but also opening it up more broadly,” as employees can make connections with employees outside their office or region, forging internal connections not only locally, but globally.
Another way OTM facilitates connections is through mentoring recommendations. Employees interested in being mentors are matched by the system with those who express interest in mentorship. All it takes is the check of a box in a profile, and the AI takes care of the rest.
“The AI will pair you based on interests or goals or aspirations,” and a weekly summary is sent to all users that highlights opportunities for connecting with potential mentors or mentees, Booth says, adding that the AI works around the clock to identify opportunities within the organization to help grow employee careers and fill skills gaps throughout the company, without adding work to HR’s plate.
As for the employee’s side, Sophie Brause, a strategic projects services innovation team member, notes that “engaging in OTM requires time management, prioritization, communication, transparency, and managing up.”
SOPHIE BRAUSE, SCHNEIDER ELECTRIC
When Brause finds a project to work on through OTM, she makes time to work on it weekly or a few times a month. “I may block my calendar to show my team I am busy if I know I have the capacity to work on the project,” she says. “I was challenged once by a manager to think about how the skills, knowledge, and experience I am gaining in my OTM [work] can impact or reflect my current job. I will often take time to reflect on my OTM [work] and its relation to my current job.”
Customer experience program manager Laurie Beland, who has used OTM both as a recruiter and candidate, says OTM has provided her with opportunities to connect with other colleagues who have similar goals, helping her grow her “personal network, gain exposure to new areas of the company, acquire new skills, and experience a ‘trial-run’ with teams to help understand whether we’re a good fit for each other.”
LAURIE BELAND, SCHNEIDER ELECTRIC
“As both a recruiter and a candidate, I’ve learned new skills. OTM is a great resource that helps make connections in what can be an overwhelming global landscape. Every day I learn something new about our organization, even in departments I’ve been working with for years, and trying to navigate that solo — or even with support from a manager or mentor — can be daunting. Even something as simple as the platform’s automated suggestions can help introduce individuals to a whole new career path they didn’t know existed,” says Beland.
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CIOFEST 2025 - From Order Taker to Proactive Disruptor
Geopolitical tensions have dominated the headlines for over two years now. In this context, the cyber threat landscape is also evolving rapidly. The protection and security of critical infrastructure – both physical and digital – is becoming increasingly important.
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