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Belgium 10-09-2026 Squad Only Physical english

Building the Infrastructure AI Needs: From computer and data access to scalability, cost control, and operational readiness.

AI is moving from pilots into operational use, and the infrastructure question is becoming more concrete. The challenge is deciding what needs to be built, expanded, controlled, or delayed as usage grows. Three pressure points usually appear first. - Compute capacity requires careful planning: teams need enough GPU, cloud, or specialised processing power, while keeping utilisation and cost under control. - Data movement becomes more demanding: AI needs access to data across systems, with latency, security, integration, and quality managed from the start. - Operational control becomes essential: monitoring, access rights, resilience, cost visibility, and ownership need to scale with usage. The working question is simple: how do we support AI at scale while keeping infrastructure efficient, governed, and financially sustainable? If you are working through these choices, let’s compare approaches with others facing similar constraints.

Belgium 15-09-2026 Squad Only Virtual english

Turning AI Pilots into Daily Workflows: How to move from experimentation to adoption by redesigning work, ownership, controls, and habits.

AI pilots are easier to launch than to embed into daily operations. The challenge is changing how work happens once AI becomes part of decisions, tasks, handovers, and controls. Three pressure points tend to decide whether adoption holds. - Workflow fit matters: AI has to enter the flow of work as part of the process. - Ownership needs to be clear: someone must own the process, the controls, the exceptions, and the outcome. - User trust has to be built: people need to know when to rely on AI, when to challenge it, and when to escalate. The working question is simple: how do we move AI from promising pilots into daily work while keeping clarity, accountability, and risk control? If this is part of your current reality, let’s compare choices, constraints, and lessons learned.

Belgium 17-09-2026 Country Members Physical french

Les Rencontres: CTO: Le Saint Graal?

Pendant longtemps, le TCO donnait une impression de contrôle. On investissait, on amortissait, on optimisait. Les coûts étaient visibles, relativement prévisibles, et structurés autour d’une logique claire entre CAPEX et OPEX. Ce modèle ne suffit plus à expliquer où va réellement l’argent. Aujourd’hui, une part croissante des dépenses IT ne repose plus sur ce que l’on possède, mais sur ce que l’on consomme: des tokens générés par l’IA des agents qui exécutent des actions en continu des outils SaaS qui se multiplient dans les équipes du cloud qui s’adapte en permanence à l’usage Le coût ne disparaît pas, mais il devient plus diffus, plus dynamique, et souvent plus difficile à attribuer, à expliquer, et à maîtriser. C’est là que des approches comme le Technology Business Management, ou TBM, redeviennent particulièrement utiles: non pas comme un exercice de reporting supplémentaire, mais comme un moyen de relier concrètement les dépenses aux services, aux usages, et aux décisions. Et c’est là aussi que la question du “Saint Graal” revient, mais sous une autre forme. Vous vous demandez peut-être: Comment garder de la maîtrise quand la dépense dépend du comportement, des usages, et parfois même de systèmes autonomes ? Comment piloter l’équilibre CAPEX/OPEX quand le cloud, le SaaS et l’IA déplacent progressivement les coûts vers des modèles variables ? Quels coûts restent encore trop souvent hors radar: ressources métier, formation, support, intégration, sécurité, gouvernance ? Et surtout, qu’est-ce qu’un “bon TCO” veut encore dire quand il faut le mettre en regard d’objectifs parfois plus stratégiques, plus longs à mesurer, ou plus difficiles à quantifier: qualité de service, résilience, agilité, expérience utilisateur, capacité d’innovation ? Ce sont précisément ces questions qui seront au cœur de notre rencontre: une discussion ouverte entre pairs, ancrée dans la réalité du terrain, pas pour débattre de modèles idéaux, mais pour comprendre comment chacun tente, concrètement, de mesurer, d’attribuer et de reprendre le contrôle, sans réduire la valeur d’un choix technologique à son seul coût.

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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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