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Belgium 9-6-26 Invitation Only Virtual english
Data availability keeps growing, but decision-making often feels slower. Every function builds its own dashboards, metrics multiply, and reports begin to contradict each other. What was meant to improve transparency now creates confusion. The problem is not access to data but alignment on interpretation. When information becomes noise, confidence in reporting collapses. People hesitate to act, functions challenge each other’s numbers, and trust in analytics erodes. The challenge lies in restoring clarity: deciding which metrics matter, who owns them, and how reporting connects back to action. Let’s discuss how to simplify information flows, define consistent metrics, and reconnect dashboards with decision-making. How ownership, cadence, and shared understanding bring alignment back. A closed conversation on rebuilding confidence in data, where clarity replaces overload and information once again supports action.
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Belgium 10-6-26 Invitation Only Physical english
In the middle of the night, 200 miles from the coast, the alarm sounds. The "Man Overboard" cry isn't just about a person in the water; it’s the ultimate test of a crew’s preparation, psychological grit, and split-second communication. For the modern European CIO, the "Man Overboard" moment happens in the data centre, the boardroom, or the headlines. When the system fails, the pressure doesn't just sit on the servers; it sits on you. Join CIONET for an exclusive VIP evening at the coast, a deep dive into the Human and Digital Anatomy of a Crisis. We will explore why some leaders thrive under the crushing weight of a "Black Swan" event while others capsize, and how data serves as the steady keel that keeps the ship upright.
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Belgium 12-6-26 Invitation Only Physical english
AI started small: a few pilots, some dashboards, a couple of chatbots. But then it spread, quickly. Now every department wants a model, every vendor adds “AI-powered” to their pitch, and every regulator is asking about risk and transparency. Governance suddenly went from a nice idea to a full-time job. Scaling governance is harder than launching AI. Policies look great on slides, but in practice, ownership blurs and enforcement stalls. Central control slows things down, while local freedom invites risk. Everyone agrees AI should be safe and ethical, but no one agrees on who signs off when something goes wrong, all leading to AIs living as permanent PoCs. So how do you scale oversight without creating bureaucracy? How do you distribute responsibility between IT, business, and compliance? And what controls actually hold up when AI keeps changing after deployment? Let’s explore how organisations make governance part of daily operations, not an afterthought. A closed conversation for those trying to keep AI credible, compliant, and under control while it spreads across the enterprise.
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June 2, 2026 Squad Session Invitation Only Virtual english
Automation was supposed to make infrastructure predictable. Systems would detect anomalies, resolve issues, and learn from every incident. And for a while, it worked: fewer tickets, faster recovery, better uptime. Until something broke silently, and no one noticed. The system had learned how to fix itself, but not how to explain what it did.
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June 9, 2026 Squad Session Invitation Only Virtual english
Data availability keeps growing, but decision-making often feels slower. Every function builds its own dashboards, metrics multiply, and reports begin to contradict each other. What was meant to improve transparency now creates confusion. The problem is not access to data but alignment on interpretation.
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June 12, 2026 Squad Session Invitation Only Physical english
AI started small: a few pilots, some dashboards, a couple of chatbots. But then it spread, quickly. Now every department wants a model, every vendor adds “AI-powered” to their pitch, and every regulator is asking about risk and transparency. Governance suddenly went from a nice idea to a full-time job.
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Market leader TIM Group migrates to Red Hat OpenShift 4
TIM Group decided to migrate its existing Red Hat environment to Red Hat OpenShift 4. With help from a Red Hat, TIM successfully migrated critical business support system (BSS) applications with no downtime. The group can provision new container clusters in days. Cluster management and security is also easier and faster, with automated updates.
TIM Group is the leading information and communications technology (ICT) provider in Italy and Brazil and operates more than 100 million mobile and fixed lines. To take advantage of new management and data capabilities, TIM decided to migrate its existing Red Hat environment to Red Hat OpenShift 4. With help from a Red Hat Technical Account Manager (TAM), a dedicated expert and point of contact, TIM successfully migrated critical business support system (BSS) applications with no downtime. The group can now provision new container clusters in days, rather than months. Cluster management and security is also easier and faster, with automated updates that free staff to focus on more valuable projects.
The TIM Group is the leading information and communications technology (ICT) group in Italy and Brazil. The group offers fixed, mobile, cloud and datacenter infrastructure, as well as communications and entertainment services for individuals, small and medium enterprises, large companies, private and public sector, and wholesale.TIM operates more than 100 million mobile and fixed lines across both countries.
More than four years ago, TIM implemented Red Hat OpenShift. Running in a virtualized datacenter environment, this architecture, with more than 1000 vCores, supports the transformation from monolithic application architectures to microservices applications for both front-end digital channels and back-end services, including the most critical for business.
To continue improving its service delivery, TIM sought to take advantage of new capabilities in Red Hat OpenShift 4—such as self-management and cluster automation—for many critical applications, but a complex environment risked business disruption during the upgrade. Each live application needed to be migrated across five environments: development, three testing environments, and production.
“We could see that these new technology capabilities would provide many benefits to our developer and customer experience,” said Alessandro Bertini, BSS Platform Group Technical Lead, TIM. “But we also needed to avoid any extended maintenance windows or unplanned downtime that could lead to downtime for our business support system.”
TIM developers, architects, and application managers worked with the group’s Red Hat Technical Account Manager (TAM) to assist with the complex migration and optimize the group’s container platform investment. Red Hat TAMs work with customers to provide ongoing, security-focused guidance, functioning as a single point of contact for insight from an extended team of Red Hat product and support experts.
Together, TIM and its Red Hat TAM used Red Hat’s migration toolkit for containers to complete all migrations in just six months. This solution provides open source tools, including a web console and application programming interface (API) for migrating applications from the source cluster on Red Hat OpenShift 3 to a specified cluster on the latest Red Hat OpenShift release.
The group runs its updated Red Hat OpenShift environment on Red Hat Enterprise Linux CoreOS, a lightweight operating system that provides the stability of Red Hat Enterprise Linux within the container platform.
“Our Red Hat TAM helped us plan the migration, with a breakdown of tasks and any prerequisites,” said Bertini. “He ensured any compatibility issues with legacy applications were resolved quickly. He’s involved in everything we do with our Red Hat OpenShift platform, and his support was critical to extending our team to complete the migration successfully.”
In addition to ongoing support from its Red Hat TAM, TIM also works closely with a Red Hat Customer Success Manager to orchestrate and monitor performance across its container environment.
Using the migration toolkit for containers web console, TIM established an automated approach that standardized and simplified the migration process compared to a manual approach. After creating a replication repository, adding the source cluster, and establishing the migration plan, no further manual work is required, eliminating the risk of human error or inconsistent configuration that could create service downtime or outages.
“With the toolkit, every application was migrated in the exact same way and remained the same as much as possible,” said Bertini. “Our critical BSS applications continue to operate without any issues, so we can continue to offer reliable infrastructure and telecommunications services to our customers as we deliver new, valuable features.”
Instead of five environments, the group’s new Red Hat OpenShift 4 infrastructure comprises a single production cluster and a single testing cluster, each running in different virtual machines (VMs) for resilience.
A simpler environment architecture, combined with a new operating system, has helped TIM reduce cluster provisioning time from months to days. TIM’s IT teams can now access a new cluster in 7-10 days, instead of 2.5 months.
“With Red Hat Enterprise Linux CoreOS, we no longer need to install lots of software on the virtual server each time we provision a new cluster,” said Bertini. “We can go straight from creating the final, approved container image to being ready to deploy to our production VM in a single step.”
Management of TIM’s new container environment is also much more efficient, with automated, over-the-air updates for OpenShift. The OpenShift Update Service built-in feature automatically builds and notifies the operations team of updates based on recommended, tested paths. As a result, TIM can update an entire Red Hat OpenShift cluster, as well as its Red Hat Enterprise Linux CoreOS deployment, in a single process.
Resilient, persistent software-defined storage based on Ceph® storage technology also helps TIM upgrade its Red Hat OpenShift clusters without affecting application performance. "We were happy to switch the storage technology from Gluster® to Ceph because the last one is a more robust and supported product. We are not using OpenShift Data Foundation."
“Updating our OpenShift clusters with the OpenShift Update Service accelerates our ability to stay current with the latest features, bug fixes, and enhancements. It’s a much simpler process that helps us scale as needed to meet demand.”
With only about half as many staff needed to manage its OpenShift and Linux platforms, TIM has freed resources to focus on more valuable projects, such as analyzing the adoption of hybrid cloud environments or working to make new OpenShift features that are not currently used available for developers.
TIM’s software architect team is now exploring other features of its updated container platform, including Red Hat OpenShift Service Mesh, a component that provides a distributed microservice architecture, and Red Hat Quay, a container registry that helps customers build, analyze, distribute, and deploy container images. “In particular, we’d like to use Red Hat Quay to set up a process that uses a certified base to increase application security,” said Bertini.
The team is also running developer workshops to introduce the new Red Hat OpenShift 4 features and encourage their adoption.
“As more of our telco services move to an as-a-Service model, we are transforming our legacy application architecture to a microservices architecture,” said Bertini. ”Red Hat provides the robust yet easy to manage technology that we need to support this new approach.”
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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Découvrez la dynamique du leadership numérique aux Rencontres de CIONET, le programme francophone exclusif de CIONET pour les leaders numériques en Belgique, rendu possible grâce au soutien et à l'engagement de nos partenaires de programme : Deloitte, Denodo et Red Hat. Rejoignez trois événements inspirants par an à Liège, Namur et en Brabant Wallon, où des CIOs et des experts numériques francophones de premier plan partagent leurs perspectives et expériences sur des thèmes d'affaires et de IT actuels. Laissez-vous inspirer et apprenez des meilleurs du secteur lors de sessions captivantes conçues spécialement pour soutenir et enrichir votre rôle en tant que CIO pair. Ne manquez pas cette opportunité de faire partie d'un réseau exceptionnel d'innovateurs numériques !
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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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