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Belgium 10-09-2026 Squad Only Physical english
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.
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Belgium 15-09-2026 Squad Only Virtual english
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.
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Belgium 17-09-2026 Country Members Physical french
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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CIONET Trailblazer: CISO: The Shift from Prevention to Resilience: Turning Visibility into Execution
Published on: January 28, 2026 @ 9:48 AM
CIONET Trailblazer: AI Transformation: Bridging the Cultural Divide to Achieve Competitive Advantage
Published on: December 17, 2025 @ 9:16 AM
Lufthansa Technik AG B2B integration engaging customers wherever they are
Lufthansa Technik AG is the leading global provider of aircraft maintenance, repair and operations (MRO) as well as modifications for the aviation industry. The Lufthansa Technik Group provides a complete portfolio of aircraft technology services to around 800 customers all over the world.
Challenges
Outcomes
Solution
As the global market leader, Lufthansa Technik AG has to manage a wide variety of international customers and partners as well as their MRO requirements. With the help of the webMethods hybrid integration platform, the company successfully does that quickly, efficiently, and securely. As part of the company's digitalization strategy, the Group uses webMethods as the basis for an ecosystem among partners who work together to reduce costs, save energy, and increase their added value.
Lufthansa Technik AG is a strong backbone for the parent company and its brand. The specialized MRO company ensures that Lufthansa can keep its service promise of quality, reliability, and innovation. Its portfolio includes the maintenance, repair, overhaul, modification, and retrofitting of aircraft components for large commercial, private, and government aircraft. To deliver those services, the company deploys cutting-edge technologies and innovative repair processes, some of which were developed in-house. In short: Lufthansa Technik AG covers the entire process chain with its services for the MRO business—for its own airline, of course, as well as for Airbus and many other customers around the globe.
In times of a pandemic and resource shortages, the company not only has to defend its market leadership against growing competition—it has to understand how to sustain it over the long term. In addition to cost savings and customer orientation, the security of the systems and availability of materials are also key pillars for overcoming current and future challenges. Lufthansa Technik AG is supported by many partners in these efforts, including Software AG. The company deploys Software AG's webMethods solution as a standardized platform for its numerous interfaces to engage its customers all over the world wherever they are.
webMethods gives Lufthansa Technik AG a direct line to its customers. "Our goal was to curb the proliferation of interfaces to our nearly 800 customers and suppliers," explains Munderloh. The company wanted to deploy a single standardized process, namely webMethods, to avoid the operating costs for several, heterogenous environments. Only internal applications communicate via the middleware with the company’s partners and customers outside. It's how invoices are sent, data and documentation are shared between departments and applications, and material, delivery times, and availabilities are queried—under the strictest security standards and with maximum transparency. Overall, Lufthansa Technik AG was able to reduce its manual processes from 27 percent to 8 percent, and with 45,000 transactions per day, more than half of the material requests run through the B2B platform.
After an initial B2B integration environment, the company added a second environment in 2021 to absorb the process load from AMOS (aircraft MRO software solution) and integrate new interfaces. "Material requests and aircraft data from all over the world come into our system through the bundled external platform. It's used to derive analyses, capture replacement parts, and manage maintenance. But the anticipated load was too great and could have impacted existing customer and supplier connections," states Munderloh. "To avoid that, we successfully implemented a second integration platform with webMethods," he sums up.
Lufthansa Technik AG succeeded in standardizing its systems and separating the applications from its requesters—resulting in more efficient management, improved security, and clearer customer orientation. To deliver more services to its B2B customers, the company plans to use webMethods in the cloud environment in the long term. Reducing the hardware infrastructure enables greater cost savings and improved sustainability. What's more, the line to customer requirements is getting shorter all the time: Integration via the cloud creates an ecosystem that turns customers into partners and enables everyone involved to work together to increase their added value and sustainability.
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CIONET’s Cyber Circle: a new three-event programme exclusively focusing on the most urgent, complex, and high-impact challenges in cybersecurity today. Launched in 2026, this initiative brings together CISOs, CIOs, and senior IT executives with a strong interest in cybersecurity for three curated gatherings each year. As part of CIONET’s trusted executive community, the Cyber Circle provides a confidential, peer-driven environment to exchange insights, share real-world experiences, and address evolving cyber threats. Each session is designed to foster strategic dialogue, strengthen resilience, and elevate cybersecurity as a core driver of business value.
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The Telenet Business Leadership Circle powered by CIONET, offers a platform where IT executives and thought leaders can meet to inspire each other and share best practices. We want to be a facilitator who helps you optimise the performance of your IT function and your business by embracing the endless opportunities that digital change brings.
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CIONET is committed to highlighting and celebrating female role models in IT, Tech & Digital, creating a leadership programme that empowers and elevates women within the tech industry. This initiative is dedicated to showcasing the achievements and successes of leading women, fostering an environment where female role models are recognised, and their contributions can ignite progress and inspire the next generation of women in IT. Our mission is to shine the spotlight a little brighter on female role models in IT, Tech & Digital, and to empower each other through this inner network community.
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