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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Discovering Nordzucker: The Beginning Of An Exciting Partnership With Stefanini

Recognizing the need for a fresh approach to fuel innovation and efficiency, Nordzucker partnered with Stefanini to reimagine their IT landscape. After nearly two decades of working within the ITIL framework without achieving desired performance metrics, the company embraced a bold "greenfield" strategy.

A Rich History Spanning Over 185 Years

Nordzucker is a name that resonates with history and progress. With roots dating back over 185 years, this international sugar company has grown from its humble beginnings in a single German sugar factory to become a significant player across Europe and Australia. Today, it boasts 21 sugar factories staffed by around 3,900 employees, collectively producing more than 200 products.

The Path to Progress: Nordzucker’s Inspiring Transformation Journey

In the dynamic world of business, transformation is more than a necessity—it’s an opportunity to redefine what’s possible. For Nordzucker, one of Europe’s leading sugar producers, the turning point sparked a bold quest for improvement. That’s where we, Stefanini, came in—a global technology solutions provider ready to take on the challenge, whose collaborative spirit and expertise aligned seamlessly with Nordzucker’s goals.

Redesigning Processes: A Fresh Start with Greenfield Thinking

Nordzucker relied on the ITIL framework to manage their IT operations. However, performance reviews revealed that their systems and processes needed a reinvention, not just an update. Adopting a greenfield approach, the team started with a clean slate—rethinking their process. It was about fostering collaboration and co-creation between the two teams.

Oana Chetves, Business Development Manager at Stefanini, reflected on this pivotal phase: “I remember that throughout all the meetings we highly appreciated the transparency from all the Nordzucker team which helped us put together the proper solutioning in place.”

Tackling Challenges: Turning Obstacles into Opportunities

Nordzucker faced operational challenges as low resolution rates at the first support level led to increased workloads, backlogs, and longer ticket resolution times—a frustrating experience for end-users. Nordzucker implemented ServiceNow as their new IT Service Management (ITSM) tool. This strategic decision enabled them to establish a 24/7 team for comprehensive incident management. They also introduced SophieX, an advanced voice translation service available in multiple languages, including Danish, Swedish, Finnish, Lithuanian, Polish, and Slovak.

This innovative solution made support more accessible, bridging language gaps and elevating user satisfaction.

Building Strong Partnerships: Trust as the Cornerstone

What stood out was not just Stefanini’s technical expertise but also their speed, responsiveness, and preparedness during global engagements. Michael Riepshoff, Head of IT Operations at Nordzucker, shared his appreciation: “We were looking for someone to guide us on this journey, with broad experience, that has the ability to co-innovate with us. The speed delivered in getting back to our requests and also the level of preparedness for all the colleagues in Stefanini that were involved was quite outstanding. “

This partnership was built on mutual trust and a shared commitment to excellence. By aligning their visions and focusing on seamless execution, Nordzucker and Stefanini created a foundation for sustainable growth and long-term success.

Looking Ahead: Writing the Next Chapter

With these transformative steps, Nordzucker has not only streamlined their operations but also taken steps into enhancing the experience for their end-users. As they continue on this path, the future holds endless possibilities for growth and innovation.

Together with Stefanini, Nordzucker is embracing challenges with confidence, turning them into opportunities to innovate and excel. This journey is far from over. As they carve out new milestones and redefine success, Nordzucker’s transformation story stands as a testament to the power of vision, partnership, and resilience.

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