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Belgium 20-10-2026 Squad Only Virtual English

Deciding What Runs Where: Cloud, Edge, On-Prem, or Hybrid; How to place workloads based on performance, cost, sovereignty, resilience, and AI requirements.

Cloud decisions are becoming more selective. The challenge is deciding where each workload should run based on cost, performance, control, resilience, sovereignty, and business need. Three pressure points usually drive the decision. - Cost visibility becomes harder when usage grows across cloud services, data platforms, and AI workloads. - Performance and latency matter more when systems need fast access to data or support operational processes. - Sovereignty and resilience become critical when data location, continuity, vendor dependency, and exit options enter the discussion. The working question is simple: how do we place workloads where they create the most value while keeping the hybrid landscape manageable? If these trade-offs are on your agenda, let’s compare how others are handling similar choices.

Belgium 10-11-2026 Squad Only Virtual English

Choosing the Right Data Platform Without Creating New Silos; How to balance speed, flexibility, semantics, governance, and long-term maintainability.

Data platforms are meant to simplify access and support better use of data. The challenge is choosing and governing the platform landscape in a way that creates consistency, reuse, and long-term value. Three pressure points usually appear. - Platform choice becomes difficult when teams have different needs for speed, flexibility, cost, and control. - Business meaning needs protection: customer, revenue, product, risk, and FTE need shared definitions across tools. - Ownership and governance need to be clear, so platforms grow with accountability and discipline. The working question is simple: how do we give teams the data capabilities they need while keeping the platform landscape understandable, governed, and reusable? If these questions are familiar, let’s compare approaches with others facing the same data landscape.

Belgium 13-11-2026 Squad Only Physical English

Building the Business Case for New IT Capabilities; How to justify investment when value is strategic, shared, or only visible over time.

Many IT capabilities are essential and difficult to fund through a simple project ROI. The challenge is showing why architecture, governance, resilience, cybersecurity maturity, data foundations, and AI readiness deserve investment before the gap becomes expensive. Three pressure points make the case harder. - Shared value means the benefit often sits across several teams, while the budget sits in one place. - Timing creates friction because the cost is immediate while the value appears over time. - Risk translation is needed so business and finance leaders understand the consequence of delaying the investment. The working question is simple: how do we turn foundational IT capabilities into credible investment cases that link cost, risk, business value, and future flexibility? If you are building these cases internally, let’s compare how others are positioning value, risk, and timing.

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Dutch Railways Keeping ISO 9001 certification on track with ARIS

Dutch Railways uses ARIS to collect all process information and ensure compliance with ISO 9001 certification standards.

Few organizations know as much about the importance of process excellence as Dutch Railways. Processes are what keep their trains running. But to make sure its passengers can rely a rail system that is well maintained and always on time, Dutch Railways needs to maintain its ISO 9001 certification - the quality management stamp of approval. It’s not only good business. It’s required by the Dutch government. Without that certification, Dutch Railways would lose its license to operate.

This is one of the things that Maarten Geijsberts, process business consultant at Dutch Railways, is responsible for. He and his team use ARIS to bring together all of its process information and to ensure compliance with ISO 9001 certification standards.

What problem did Software AG and ARIS help solve?
All the information we have is different. So different kind of level of information – it’s everywhere, it’s outdated or it’s new and every department or process has its own opinion or view of how the information has to be modeled or stored. And now it’s time to bring it all together in one system and one view.

How does Dutch Railways use ARIS?
The Dutch Railways is using ARIS as a system to store its processes first and second to use them for process optimization and digitalization. We also have an ARCM, so risk and compliance is connected to the processes. So we have to know our processes. We have to know the way we’re working and we have to be in control of it. We have to show them – these are our processes, this is the way of working, and this is we comply with not only ISO but also to all the regulations of the government or any other type or form of regulation.

Why is ARIS key to Dutch Railways’ success?
ARIS is key to success for Dutch Railways in one big issue at the moment. We are depending on an ISO 9001 certificate. If we lose that, we lose the license to operate. And if we lose our license to operate, we have no way or even the means to exist.

Technologies

Software AG - Aris

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