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Belgium 20-10-2026 Squad Only Virtual English
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.
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Belgium 10-11-2026 Squad Only Virtual English
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.
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Belgium 13-11-2026 Squad Only Physical English
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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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
Adoption success. New voice solution for a media company
Moving to a unified communications platform to accelerate digital transformation and boost productivity.
Overview
Technology is changing the world as we know it.
It’s a huge challenge for organisations looking to accelerate their digital transformation. Including one of our longstanding customers, a mass media company who needed to move to a unified communications platform to help their teams work smarter and improve customer and user experience. But when you’re a global organisation with 30,000 staff across 170 locations in 84 countries, it’s not so straightforward.
The challenge
Changing user behaviour
The rise in remote working meant a number of their employees were using their own phones, laptops and unsupported collaboration apps. Lack of visibility and control of BYOD not only posed a real risk to their network, but also user experience.
Having everyone use a single solution across chat, phone and meetings would not only simplify end user experience but improve collaboration, increase productivity, and strengthen security. But due to their size, this wouldn’t be an easy task.
It wasn’t just about rolling out a new communications platform across the organisation but changing its culture too. The customer needed to educate its people before, after and during the migration to ensure they fully embraced the new technology and got the most out of it.
And that’s where our user adoption service came in.
In addition to adding great business value, the BT user adoption team worked as collaborative partners and were a true pleasure to work with.”
Chief People Officer
The solution
User adoption made simple
The customer was using multiple collaboration tools – this wasn’t cost-effective or scalable. Migrating to Microsoft Teams Direct Routing would give them a workspace for real-time collaboration, communication and meetings, all in one place. Along with a choice of calling plans over our global SIP network allowing them to make and receive calls within the platform.
Our proven methodology has helped organisations achieve faster business results and ongoing value from their cloud technology investment. So, we were best placed to deliver a user adoption programme to support the upgrade of 27,000 users to the new cloud-based platform.
A big part of our user adoption service is taking the time to understand our customers’ business challenges. Our dedicated specialist spent time with them to understand their users’ current behaviour and identify the change required.
The plan was to deliver an “early adopter” programme to 420 employees. The customer would then take the learnings from the programme to further improve the overall roll out of Microsoft Teams Direct Routing to its wider organisation.
To support the early adopters through the change and drive engagement, we created a detailed launch communication plan, including training and assets, and personalised email communications inviting them to attend tailored online training sessions. We also launched a user content library for online video tutorials, quick start guides and FAQs. We created additional help and advice for hearing impaired users, guiding them through the platform's accessibility features, like live captions. Users were asked to complete a small survey four weeks after the early adopter launch, to provide valuable insight to help improve the wider roll out.
In addition to our comprehensive early adoption programme, we also set up our Genius Desk, a ‘go to’ specialist team who became a part of the customer’s organisation for six months. The team offered users specific help and support on each phase of the Teams migration to drive maximum adoption.
The result
A better user experience
We successfully helped the customer change user behaviour and get everyone on board. The early adopters programme achieved 100% take-up as a result of our detailed launch plan - avoiding any disruption to business activity.
Our user adoption team received high praise from the customer, calling out their amazing support for what was “a very complex series of inter-related projects” and how they were a “true pleasure to work with”.
Users also got a lot from our training, with one saying: “It was fast paced, insightful, and will help me be more efficient day-to-day.”
Six months since the roll out of Teams the customer has seen call volumes increase 15 times over.
The training was fast paced, insightful, and will help me be more efficient day-to-day.”
Early adoption programme user
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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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