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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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How Siemens increased productivity and made CX more human with AI

Europe’s largest manufacturing company needed a way to centralize data and automate high-volume requests. With Zendesk and Ultimate, they were able to free up agents so they had more time for human-to-human interactions while also streamlining productivity.

Siemens at a glance

The customer

Siemens is Europe’s biggest manufacturing company, serving customers from large enterprises to small sole traders in a wide range of industries.

The market

They serve a global customer base in regions including France, Spain, Poland, the US, Germany, Nordics and the UK.

The support team

What started as a small deployment with one support team has now expanded to over 600 Zendesk licences across all their regions.

The channels

Siemens offers automated support through ticket automation and a seamless integration with their CRM, Zendesk.

The situation

For Siemens, CX as a differentiator has always been a core value. But with agents relying on email inboxes, spreadsheets, and other applications to track customer data, delivering on that value was a challenge.

The solution

With Zendesk Enterprise Suite and Ultimate’s ticket automation solution, Siemens found a holistic way to view and manage all customer data and automate support across channels.

Getting started with Zendesk + Ultimate

Following the successful implementation of the Zendesk platform, Siemens wanted to further improve the customer experience through the integration of AI. The company opted to automate with Ultimate because of a few key factors.

The first being that Ultimate could build an AI solution directly into Zendesk. The second reason addresses the challenge of having multiple languages. With Ultimate’s polyglot AI model, responses to customer questions are made directly in the native language, as opposed to translating into English first. The integration of Ultimate also enables the individual regions to implement AI at a pace that works for them.

“When we look across all our customer contacts, about 30% of them are data requests or information requests. We felt that with a good AI solution, we could automate that. So within three years, we want 15% of our responses to be automated. While this may seem conservative, we firstly want to ensure we are providing a really great customer experience, and then gradually push it out,” says Steven Franklin, Head of Global Customer Services at Siemens.

To integrate AI into Zendesk, Steven and the Siemens team worked closely with their Zendesk Customer Success Executive, Peter Eshkeri, together with the team at Ultimate. “We have been on a journey with Zendesk, from the early days of deploying it in a small team. Today we have over 600 licenses and it’s deployed across all our regions. Bringing Ultimate into this partnership, I think we have a really compelling solution for our customers,” says Steven. It’s a partnership grounded in shared values and goals. Together, solutions are developed to streamline the customer journey.

“We don’t operate as three separate companies, we operate as one company working together to find the best means of solving a problem."

Steven Franklin
Head of Global Customer Services, Siemens

CSAT score: 86%

Productivity increase in Nordics: 23%

Languages: 7+

AI use case spotlight #1: Providing proactive support

Steven and his team found that negative customer experiences often happen when a customer has been given an answer, but there’s an obvious follow-up that has been ignored or hasn’t been picked up.
Zendesk, Siemens and Ultimate jointly developed an integration in which the AI would respond to high-volume requests automatically, such as proactively sending a copy of invoices to a customer.
In addition to sending proactive messages, the AI could detect what else the customer was asking and preempt some of those questions with appropriate responses, as well as gathering information and context for the human agents.

AI use case spotlight #2: Freeing up agent time for value-added interactions

Siemens wanted their agents to be able to concentrate on valued human-to-human interactions, rather than focusing on low-value transactions, such as sending invoices or standard information.
By integrating with their back-office systems, their bot could access customer data and provide it to their customers without agent involvement.
Automation has resulted in reduced agent handle times, since the bot can handle basic requests as well as populate the ticket with data to help the agent work more efficiently — resulting in a streamlined customer journey and enabling value-add interactions with customers.

The success story

A holistic solution

The strong partnership between Zendesk, Ultimate and Siemens means that they operate seamlessly as one company, not three — working together to find the best means of solving a problem.

Freeing up agent time

As well as automating responses to common queries, Siemens’ bot uses AI to populate tickets with data. This speeds up handling times and gives their agents more time to focus on value-added customer interactions.

Better data visibility

Instead of using different platforms and applications, all customer data is in one place, so agents can stay within Zendesk. In this omnichannel environment, including phone, email, and WhatsApp, they can efficiently communicate and answer customer queries.

Productivity gains

Since introducing Zendesk and Ultimate, Siemens have been able to resolve tickets faster, exchange tickets between departments more smoothly, and expedite customer onboarding — resulting in 23% increase in productivity in the Nordics and almost 2x the productivity in France.

Next on their automation journey

With the help of Zendesk and Ultimate, Siemens is on track to achieving a holistic global digital customer journey. As AI has been introduced at different speeds across their various markets, some regions are further ahead and are already experiencing productivity gains. This is translating into increased customer satisfaction scores (CSAT). For instance, the Nordics region is hitting an 86% CSAT rating versus an 83% industry benchmark.

Steven says, “Ultimately, we want to get to the point where we have a holistic global digital customer journey. With Zendesk as the foundation and the various apps and integrations such as Ultimate’s AI sitting on top of that, we are getting closer and closer to achieving that.”

Technologies

Ultimate’s polyglot AI model Zendesk platform with AI integration

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