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Belgium 15-09-2026 Squad Only Virtual english

Turning AI Pilots into Daily Workflows: How to move from experimentation to adoption by redesigning work, ownership, controls, and habits.

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.

Belgium 17-09-2026 Country Members Physical french

Les Rencontres: CTO: Le Saint Graal?

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.

Belgium 25-09-2026 Squad Only Physical english

Managing Team Capacity Under Continuous Change; How to sequence initiatives, protect capacity, and maintain execution

Transformation has become constant. The challenge is managing the amount of change teams are expected to absorb while they continue to deliver existing work. Three pressure points show up quickly. - Capacity becomes stretched when teams face new tools, processes, AI practices, security requirements, and operating model changes at the same time. - Prioritisation becomes critical when many initiatives compete for attention. - Managerial discipline becomes essential because leaders need to decide what to stop, simplify, delay, or protect. The working question is simple: how do we keep transformation moving while giving teams enough focus and capacity to execute it properly? If your teams are absorbing constant change, let’s compare how others are managing capacity, sequencing, and focus.

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Crafting bespoke content experiences for every customer

“Centralizing data on top of Databricks has enabled us to realize about $6 million in infrastructure cost savings, and ensures compelling and personalized experiences for our consumers.” – Nana Yaw Essuman, Vice President of Data Solutions Engineering at Condé Nast

As a global media conglomerate housing over 37 distinct brands, Condé Nast faced the challenge of delivering targeted consumer experiences across their brands amidst fragmented data silos. To overcome this hurdle and remain competitive, they turned to Databricks — significantly accelerating time-to-insights and decision-making. Moreover, the ability to report consistently on a global scale improved data accuracy and operational efficiency. With Databricks, Condé Nast not only optimized its infrastructure to the tune of $6 million in cost savings, but also achieved greater agility in delivering personalized content experiences to a diverse audience, enhancing consumer engagement and loyalty.

Navigating data silos in the age of personalization

As the media industry evolves, so do consumer expectations. Condé Nast — a powerhouse in the world of media and entertainment with global brands like Vogue, The New Yorker, and GQ — realized the importance of delivering tailored content and experiences to its audience. However, their existing data infrastructure was fragmented, hindering their ability to analyze data efficiently, make informed decisions, and provide personalized content at scale. To remain competitive and relevant in a dynamic media landscape, they needed a solution to centralize their data and accelerate their data-driven capabilities. Condé Nast recognized that centralizing data was the key to unlocking a new level of personalization and efficiency. “We struggled to find ways to break out of our data silos across the organization,” said Nana Yaw Essuman, Senior director of data engineering at Condé Nast.

Data Intelligence Platform ushers new solutions that delight customers

Condé Nast chose the Databricks Data Intelligence Platform to better execute their vision of providing a unified view of their consumers. "The ability to leverage the exact same data that has been collected through our data pipelines allows for more consistent reporting in a global fashion,” said Essuman. The lakehouse architecture offered more than just the democratization of data. It has empowered their data team with a comprehensive suite of tools, including Unity Catalog and Databricks SQL, which enables them to securely govern data access and streamline analysis and decision-making processes across the organization, empowering their teams to move faster and smarter. With this newfound agility, Essuman’s team is able to respond more quickly to ever-evolving market trends and deliver content experiences that resonate with their diverse global audience.

Personalized content delivery at scale

Since adopting the Databricks Data Intelligence Platform, Condé Nast has harnessed the full potential of their data for analytics and AI while reducing annual infrastructure costs by approximately $6 million. This not only bolstered their financial health but also empowered them to reallocate resources for crafting personalized consumer experiences globally. Essuman concluded, "Databricks helps us understand the customer from a single view so we can provide the most compelling consumer experience." With a unified data view and robust analytics and AI tools at their disposal, Condé Nast's data team can now easily create personalized content experiences that enhance consumer offerings, fostering higher engagement and loyalty.

Technologies

Databricks Data Intelligence Platform

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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.