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Belgium 19-3-26 Country Members Physical french

Vendor Detox: La consolidation vaut-elle le risque ?

Moins de Partenaires : La consolidation vaut-elle le risque ? Le problème est la prolifération des fournisseurs : trop d'outils causant de la complexité, une taxe d'intégration paralysante et de la redondance. La Taxe d'Intégration est le coût caché (en temps, en échecs et en ressources) d'essayer de faire fonctionner ensemble des systèmes disparates. Cet échange se concentre sur des stratégies éprouvées pour simplifier de manière agressive le parc technologique, consolider les fournisseurs et élever certains fournisseurs clés au rang de partenaires stratégiques.

Belgium 24-3-26 Invitation Only Physical english

Killing Zombie Projects: Knowing when to stop, restart, or quietly let go

Every organisation has them, projects that keep running long after their purpose has faded. No one remembers who asked for them, but shutting them down feels riskier than keeping them alive. And eventually, people stay assigned, budgets stay allocated, and energy drains into work that no longer matters. Inertia at its finest. Ending a project is rarely a technical decision. It’s emotional, political, and often tied to past promises or personal reputation. The longer something runs, the harder it becomes to admit it’s time to stop. Yet clearing that backlog of half-dead initiatives is often the only way to make room for new ones. So how do you decide when to pull the plug? What signals show that value is gone, and who gets to say so? How can governance encourage honest calls without punishing those who make them? Let’s discuss how to end gracefully, refocus teams, and turn closure into confidence rather than blame. Bullet in the head? Is that how you kill a zombie, or was it a silver bullet in the heart? A closed conversation on how to make progress by learning to stop.

Belgium 26-3-26 Invitation Only Virtual english

Measuring Value in AI Initiatives: Defining ROI, accountability, and measurable outcomes in complex environments

AI projects continue to multiply, but proving their value remains difficult. Most organisations can track activity, not impact. Dashboards count pilots and models, yet few translate to measurable business outcomes. The result is familiar: success stories without clarity on what they actually delivered. The real issue is measurement. Traditional ROI metrics fail when AI changes decisions more than results. Financial indicators miss the operational gains, while qualitative benefits often sound too vague to defend. Without clear evidence, budgets come under scrutiny and confidence erodes. This session focuses on how to connect AI work with business outcomes through structured metrics, governance, and accountability. We’ll explore how value tracking evolves from experimentation to scale, which indicators earn trust at board level, and where measurement stops being meaningful. A closed exchange for comparing methods, tools, and lessons learned in defining, proving, and sustaining AI impact.

March 24, 2026 Squad Session Invitation Only Physical english

Killing Zombie Projects: Knowing when to stop, restart, or quietly let go

March 26, 2026 Squad Session Invitation Only Physical english

Measuring Value in AI Initiatives: Defining ROI, accountability, and measurable outcomes in complex environments

March 31, 2026 Squad Session Invitation Only Physical english

Composability in Practice: Building modular systems that stay coherent as they grow

Composability sounds elegant in theory: small, independent parts that come together to form something greater, but in practice, it’s messy. What happens when modules overlap, APIs evolve differently across domains, and governance struggles to keep pace? What was meant to simplify architecture sometimes ends up multiplying it.

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Business critical online events - delivered seamlessly

Our specialist Virtual Events team supported BT’s Investor Relations team to deliver quarterly briefings online.

Overview
The BT Investor Relations (IR) team reports our quarterly results to the wider market, including to investors and analysts. It has to include speakers like our CEO and CFO.

Before the pandemic, this was always a face-to-face event.

When we couldn't deliver the event in person anymore, our Virtual Events team stepped in and seamlessly moved the event online.

The challenge
The IR team had to carefully manage the event because it’s so high profile and any issues with the delivery could have a huge impact on the company’s reputation.

The stakes were so high with this event. The flexibility, expertise and support we had from the Virtual Events team gave us peace of mind that the tech would just work.”

Jessica BradfordBT Investor Relations team
Jessica was concerned that her team didn’t have the technical skills to deliver the event online, nor the capacity based on how busy the team is when the results are released.

As a result, the IR team asked the Virtual Events specialists to support them with their online event.

The virtual event needed video collaboration capabilities so that the presenters could interact with the people viewing the event. The attendees needed to see the slides and the presenters at the same time, the ability to submit anonymous questions, and be able to speak to the presenters for the Q&A session.

The solution
They considered all three available platforms – Microsoft Teams Live Events, Zoom Webinar and Webex Webinar – and decided that Webex Webinar was the best option because it met the requirements of the session.

Our Virtual Events team worked closely with the IR team from planning and scheduling through to the post event wrap-up, allowing the IR team to focus on the content and delivery, as opposed to the tech and the admin.”

Victoria PalinProduct Manager, Virtual Events, BT
A rehearsal is a crucial part of the service our Virtual Events specialists provide. It helps them test the tech and iron out any issues pre-event, it helps the presenters to understand what to expect on the day, taking away some of the worry, and it offers the chance to perfect the delivery of the content.

On the day of the event, the Virtual Events producers introduced the event and handed over to the IR team. They moderated the questions coming into the Q&A and reacted to direction from the IR team, who’d suggest which questions to reply to and where to guide the conversation. They also closed the event professionally, telling the attendees the next steps.

After the session, the Virtual Events producers gave the IR team a full post-event report. This covered things like attendance insights, a summary of the questions asked throughout the event, and any drop out rates.

The outcome
The IR team were very happy that their quarterly results were delivered successfully to about 800 people online without any issues.

Jessica from the IR team believes that the smooth delivery would not have been possible without the expertise of the Virtual Events team.

Quarterly results are so vital to our organisation. The thought of their live delivery going wrong is quite scary.”

Jessica BradfordBT Investor Relations team

Technologies

Cisco Webex

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Les Rencontres

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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.