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Belgium 10-3-26 All Members Physical english

The Composable Enterprise: Engineered with AI

From modular business design to AI-driven pipelines, architectures, and operationsA composable enterprise is built on modular processes, API-driven ecosystems, low-code platforms, and cloud-native services. It promises speed and adaptability by allowing organisations to reconfigure their capabilities as conditions change. However, modular design alone does not guarantee resilience; the way these systems are engineered and operated is just as important.This is where AI is beginning to make a difference. Beyond generating snippets of code, AI is already influencing how entire systems are developed and run: accelerating CI/CD pipelines, improving test coverage, optimising Infrastructure-as-Code, sharpening observability, and even shaping architectural decisions. These changes directly affect how quickly new business components can be deployed, connected, and retired.In this session, we will examine how CIOs can bring these two movements together:Composable design is the framework for flexibility and modularity.AI-augmented engineering is the force that delivers the speed, quality, and intelligence needed to sustain it.The pitfalls of treating them in isolation: composability that collapses under slow engineering cycles, or AI that only adds complexity without a modular structure.The discussion goes beyond concepts to practical implications: how to architect organisations that can be recomposed at speed, without losing control or reliability. The outcome is an enterprise that is not only modular in design but also engineered to adapt continuously under real-world conditions.

Belgium 12-3-26 Physical english

The Third-Party Risk Reckoning: How far can you trust your vendors?

Tomato! Tomato! Tomato! Get your tomato now! Every vendor sells security. And every company depends on vendors, partners, and suppliers. The more digital the business becomes, the longer that list grows, and so does the attack surface. One weak link, and there is always one, or one missed update, and trust collapses faster than any firewall can react. What used to be a procurement checklist has become a full-time discipline. Questionnaires, audits, and endless documentation prove that everyone’s “compliant,” yet incidents keep happening. So it’s clear: the issue isn’t lack of policy, or maybe a bit, but mostly lack of visibility. Beyond a certain point, even the most secure organisation is only as safe as its least prepared partner (or an employee who hadn’t had their morning coffee). So how far can you trust your vendors? How do you check what you can’t control? And when does assurance become theatre instead of protection? Does it come at a different cost? Let’s exchange what works and what fails in third-party risk management: live monitoring, shared responsibility models, contractual levers, and the reality of building trust in a chain you don’t own. A closed conversation for those redefining what partnership means when risk is shared but accountability isn’t.

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.

March 12, 2026 Squad Session Invitation Only Physical english

The Third-Party Risk Reckoning: How far can you trust your vendors?

March 24, 2026 Squad Session 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.

March 26, 2026 Squad Session Invitation Only Physical 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.

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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 uses Red Hat OpenShift 4 to support 100 million fixed and mobile lines

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.

Benefits:

Completed migration of critical business support system (BSS) applications without outages or downtime
Reduced server provisioning times from months to days
Simplified container cluster and platform management to free resources for more valuable projects

TIM Group updates and enhances back-end systems with Red Hat OpenShift 4

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.”

Working with a trusted technical expert to gain new container platform and management capabilities

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.

Speeding and simplifying container processes

Completed container platform migration without customer-facing outages

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.”

Reduced provisioning times from months to days

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.”

Simplified container cluster and platform management

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 continues to explore container technology possibilities

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.”

Technologies

Red Hat Enterprise Linux Red Hat OpenShift Platform Plus

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Digital Transformation is redefining the future of health care and health delivery. All stakeholders are convinced that these innovations will create value for patients, healthcare practitioners, hospitals, and governments along the patient pathway. The benefits are starting from prevention and awareness to diagnosis, treatment, short- and long-term follow-up, and ultimately survival. But how do you make sure that your working towards an architecturally sound, secure and interoperable health IT ecosystem for your hospital and avoid implementing a hodgepodge of spot solutions? How does your IT department work together with the other stakeholders, such as the doctors and other healthcare practitioners, Life Sciences companies, Tech companies, regulators and your internal governance and administrative bodies?

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