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Belgium 20-10-2026 Squad Only Virtual English

Deciding What Runs Where: Cloud, Edge, On-Prem, or Hybrid; How to place workloads based on performance, cost, sovereignty, resilience, and AI requirements.

Cloud decisions are becoming more selective. The challenge is deciding where each workload should run based on cost, performance, control, resilience, sovereignty, and business need. Three pressure points usually drive the decision. - Cost visibility becomes harder when usage grows across cloud services, data platforms, and AI workloads. - Performance and latency matter more when systems need fast access to data or support operational processes. - Sovereignty and resilience become critical when data location, continuity, vendor dependency, and exit options enter the discussion. The working question is simple: how do we place workloads where they create the most value while keeping the hybrid landscape manageable? If these trade-offs are on your agenda, let’s compare how others are handling similar choices.

Belgium 10-11-2026 Squad Only Virtual English

Choosing the Right Data Platform Without Creating New Silos; How to balance speed, flexibility, semantics, governance, and long-term maintainability.

Data platforms are meant to simplify access and support better use of data. The challenge is choosing and governing the platform landscape in a way that creates consistency, reuse, and long-term value. Three pressure points usually appear. - Platform choice becomes difficult when teams have different needs for speed, flexibility, cost, and control. - Business meaning needs protection: customer, revenue, product, risk, and FTE need shared definitions across tools. - Ownership and governance need to be clear, so platforms grow with accountability and discipline. The working question is simple: how do we give teams the data capabilities they need while keeping the platform landscape understandable, governed, and reusable? If these questions are familiar, let’s compare approaches with others facing the same data landscape.

Belgium 13-11-2026 Squad Only Physical English

Building the Business Case for New IT Capabilities; How to justify investment when value is strategic, shared, or only visible over time.

Many IT capabilities are essential and difficult to fund through a simple project ROI. The challenge is showing why architecture, governance, resilience, cybersecurity maturity, data foundations, and AI readiness deserve investment before the gap becomes expensive. Three pressure points make the case harder. - Shared value means the benefit often sits across several teams, while the budget sits in one place. - Timing creates friction because the cost is immediate while the value appears over time. - Risk translation is needed so business and finance leaders understand the consequence of delaying the investment. The working question is simple: how do we turn foundational IT capabilities into credible investment cases that link cost, risk, business value, and future flexibility? If you are building these cases internally, let’s compare how others are positioning value, risk, and timing.

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Building an AI Roadmap: How IDDI Turned 100+ Use Cases into Strategic Action

IDDI partnered with Yuma to build an AI roadmap that aligned innovation with business goals, starting with collaborative workshops that surfaced over 100 real use cases. Four high-impact projects are now in motion, laying the groundwork for long-term transformation and competitive advantage.

Who is your customer?

IDDI (International Drug Development Institute) is a Contract Research Organization (CRO) that specializes in providing advanced biostatistical and clinical data management services to support pharmaceutical, biotechnology, and medical device companies in the design and execution of clinical trials. Headquartered in Belgium, with offices in the US, IDDI is recognized for its strong expertise in the planning, analysis, and reporting of clinical studies, especially in oncology. The company combines scientific excellence with innovative statistical methodologies and eClinical technologies to optimize trial outcomes, reduce risk, and accelerate development timelines for its clients.

What was the challenge?

B12 consulting part of Yuma took on the challenge of creating an AI roadmap that not only enhanced operational efficiency but also fostered innovation, enabling the company to fully embrace and thrive in the AI era. This required identifying impactful use cases, aligning AI initiatives with business goals, and cultivating a forward-thinking, data-driven culture. It wasn't just about automating processes—it was about strategically integrating AI to unlock new opportunities, differentiate the company in a competitive landscape, and future-proof its core capabilities through smart, scalable AI adoption.

What was the solution?

Operational Discovery

The solution began with collaborative workshops across departments to introduce AI concepts and identify real-world challenges and led by Yuma’s AI experts. This led to a couple of 100 AI use cases, from efficiency improvements to transformative opportunities, all summarized in a cross-functional report.

Strategic Alignment

Next, a strategic workshop, animated by Yuma’s AI consultant, with leadership connected AI capabilities to the company’s long-term goals. This helped define how AI could drive innovation, enhance the customer experience, and support broader business transformation.

AI Roadmap Development

Finally, an actionable AI roadmap was created by Yuma’s team, prioritizing high-impact use cases based on feasibility and strategic value. Four key projects were chosen for immediate implementation to deliver quick wins and set the stage for long-term AI adoption.

Any measured ROI?

While it's still too early to quantify the full ROI, several projects are already designed to drive operational efficiency, while others aim to create a competitive edge in the market.

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Cyber Circle

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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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.