CIO’s  leverage information and technology to create competitive advantage by applying a 5 phase transformation process by:
– working  with business peers to deliver IT services exceptionally well
– operational excellence
– improving  the business skills and IT skills and competences of their IT organization and employees, closing the gap
– competence maturity for strategic leadership
– focusing IT/Business initiatives on driving revenue and margin rather than cost reduction
– business  results
– changing/innovating the business models and digital business models by streamlining and enabling  the interaction with customers and suppliers  and in a secure way
– customer intimacy
– using/pioneering new emerging technologies (including cloud adoption)
– high tech oriented
The latter phases are key in driving even more innovation and push through the organization delivering high tech results at competitive edge. In addition, CIO’s need to be the change agents of their enterprise!
We have 8 Workgroups to handle all the challenges for our Businesses and Europe’s Economy in order to accelerate innovation beyond digital transformation!

Workshop n°1

Driving Digital Business Models Innovation

Moderated by Ronald Verbeek (CIO Platform Netherlands) & Dorothee Appel (ING)


The platform business model is key to some of the most successful and valuable companies on the planet. A deceptively simple concept expected to impact society at large.
By connecting people, organizations and things into vibrant ecosystems in which goods, services, and information are exchanged at unprecedented scale, the platform also transcends ‘digitalisation’ and ‘customer centricity’. As such, existing business- and technology modelling practices fall short in capturing, understanding and communicating multi-sided customer experience, peer collaboration and frugal experimentation and validation.
Using an existing case, the workshop will have you discover who the participants in your ecosystem are and guides you in the design of services that support these participants towards better performances and new opportunities. This will give you a great starting point for building service propositions fit for the platform age.

What is the difference between value chain business models and platform business models? What is the scope for your company? Do you align with this segmentation

What are the technology building blocks an enterprise needs to support for its digital business? Digital transformation comes along with new ways of collaboration between companies and customers; is the added-value redesigned within the ecosystem? Are you facing new competitors? How are public and private actors achieving a balance?

Which of the 5 technology domains platforms should we focus on as enterprise ecosystem (information, customer, experience, data&analytics, IoT)  to be implemented or renovated?

What are the main barriers to create new digital business models? Lack of skills availability and knowledge? What is your experience?

Workshop n°2

Reshaping Leadership and Organization

Moderated by Aloys Kregting (AKZONOBEL) & Thomas Endres (VOICE)


There is currently in industry a shift from command & control to empowerment & servant-leader model! There is a trend to learn from successful cases of change and strong and clear goals are the best drivers of the change-by-passion! It’s all about the context. Leaders must drive the change by ensuring the appropriate work environment and governance and by innovating business models and use of technology.

The current company competence maturity  and the ongoing development of individuals reveal a big skills gap still to close.
The level of change has reached unprecedented levels, and coming from unexpected corners; So, leaders and organizations need to be prepared for continuous change!

Agile is very good. What’s next and new?

Will open source replace the classical model and vendor framework established for many years? Are you facing new competitors?

How to close gaps for technical skills in this new environment? What are career strategies for IT technical profesionals?

What are the European initiatives  supporting to close the skills gaps? How can companies support European Union  initiatives?

Do we have cases in various sectors and segments showing that this is also possible for large companies with geographical spread?

Classical programs will migrate to AI tools; is that a reality?

Workshop n°3

Achieving Augmented Intelligence through AI

Moderated by Kostas Voyiatzis (ENDENRED) & CIGREF


AI is more and more being used by our companies to realize competitive advantage. This is the fourth technical revolution after the iron/wheel innovation, the industrial and digital age and now AI automation.What are the cases and which business models are used? Although AI technology is becoming more and more mature, we are still at a very early stage and it is clear that technology has not reached his limits. AI is pushed to the boundaries beyond any known limits.

The emergence of new technologies and applications in this AI field drives new business models including the varying technology (cloud) adoption! Examples are: pattern recognition (self-driving cars, behaviour recognition), speech recognition (seamless interaction, automation), image/face/video recognition (security, automation), chat-bots (automation) and machine/deep learning.

Availability of many AI projects and experiments in industry as open source and blockchain make these technologies available to everyone leading to fast implementation and deployment.

What is the definition  of AI for your company? Machine learning? Deep learning?

What is coming down to the line? How will it affect us? What is the Future of Digital bringing us?

Are you facing new competitors or new markets/customers? What is scope for your company?

What cases and applications do you have and what is in the pipeline? Where do we stand drones and VR (Virtual reality)?

What are the main barriers to AI adoption? Cost of cloud services? Lack of external support services? Lack of skills availability and knowledge? What is your experience?

Is it only about technical or application interfaces? What are the competency issues? What are roles of AI experts in the chain?

Will people loose their jobs?

What is European Commission strategy on supporting the AI vision?

Workshop n°4

Accelerating Open Source adoption

Moderated by Henrik Trepka (DANSK IT) & Poul Erik


License Management and Software asset management have been driving in history  the IT Business but also the move to “open source” has been an interesting debate and shift for many companies trying to get away with the traditional vendors and the way they are executing licenses mgmt.

What is the scope for your company? Which applications have you chosen to kickoff the move and exit strategy?

Which experience you have as a business benefiting from open source, on both technical and the way of working? Do we have successful cases to learn from and to build the exit strategy?

How to manage legacy change, big bang or by gradual approach?

Companies to get involved and ensure financing of the open source community; how to contribute? How to monetize the open source community?

How to build the trust global collaborative organization model that optimizes the expertise and knowledge of all who want and can contribute? What are the main barriers to open source adoption? What are the pitfalls?

Do you use open source machine learning library?

What is European position on Open Source?

Workshop n°5

Complying  with GDPR and beyond  

Moderated by Yugo Neumorni (CIO Council Romania) & Thierry Auger (Lagardere)


GDPR Compliance  is by end of 2018  six months on the road  and still high on the Business agenda! Everyone has a large and long GDPR implementation on its way, translated into the processes, governance and technology now in production!
Various topics have not been resolved yet and will take attention of Business and CIO’s (position of DPO and data processor/controller responsibilities, vendor contracts adapted, status on back-ups and the mechanism to take personnel data out of backup systems, etc.).
The challenge is to manage the increasing legal req’s in extremely complex technical environments.
Cases with very good implementation results will be discussed.

Cases with very good implementation results will be discussed. In April we did first survey of European companies with following resulting questions:

The majority of European companies are already in process to become compliant with the new GDPR regulation but very few of them are fully compliant. Do we have real successful  cases?

The CIO’s and IT business functions are involved in GDPR compliance process but they do not lead the process. The processes are  led by Risk, Compliance, Legal or other departments but CIOs have a huge responsibility in this process mainly in IT security area. Is leadership shared?

What is impact on IT budgets? IT budgets are increased due to GDPR and the DPOs could support the increased IT budgets.

Why now GDPR? GDPR exists since many years but they were not applied consistently across Europe? Some countries in the West like Germany or UK seems to have a better experience in applying current/existing data protection legislation while others from Central and Eastern Europe were not very accurate in applying the law.
While the GDPR is a EU directive in some countries there was not implemented into some of the country’s legislation yet; will this change now?
What is difference with ePrivacy?

GDPR seems to be applied slightly different across Europe. This causes lots of confusions when multinational companies try to apply common procedures across the business units spread geographically in multiple countries/continents. Do we have examples?

Huge interest regarding “Right to be Forgotten” on backups of legacy systems or unstructured data. Do we have proposals which could be accepted by EC and EU?

Confusions regarding Data Controllers and Data Processors regarding the GDPR compliance need to be further explained!

Workshop n°6

Building CyberSecurity Awareness up to  Board

Moderated by John McCarthy (BCS Elite) & Owen Williams


Cybersecurity is today  high on the Business and CIO agenda! A performing security strategy, translated into the appropriate processes, governance and technology is a must! The implementation of the security platform requires the endorsement of all management layers, the involvement of all personnel and up to Board level! Risk assessment has to be executed at any time, at any project/improvement work and needs to be shared with the Board.

We need to focus on the most relevant and challenging issues facing companies in the security arena today and answering the concerns from the Board. Which KPI’s are being used? What language to use?  How much budget do we need to provide? What role of SLA’s in security?

We also need to look at the implications of the European NIS directive and the project on cloud security certification schemes and how these policies impact our working practices and skills levels. The European Commission is working on harmonizing the cloud security certification schemes, available across Europe, and we need to analyze this certification in terms of how it is managed.

What are the KPI’s at your company? (at various levels up to Board level)

What methodologies become more and more important (risk assessments, governance), technical knowledge and reaction speed.

How secure is IoT and what actions can be taken? How secure is AI?

How do you develop awareness in your enterprise? How do you understand the emergency risks and challenges?

How to avoid compliance and audit concerns when using DevOps?
What is European CyberSecurity Act and Strategy?

Workshop n°7

Enabling Cloud Adoption

Moderated by Danielle Jacobs (BELTUG) & Freddy Van den Wyngaert (EUROCIO)


The growth of cloud adoption with our European companies is slowing down ;cloud is enabler for innovation and growth but various challenges are creating a roadblock.

Some of the barriers will be discussed with the potential solutions ,such as how to facilitate the switching of providers, ensuring that professional users are provided with sufficiently detailed, clear and transparent information before a contract for data storage and processing is concluded? And how to work out with providers a concrete exit strategy?
Various Code of Conducts have been and are being developed to create more trust in Cloud Services.EuroCIO is being involved in European Commission projects together with other organizations at user but also supply side (such as CISPE and OCF);

These Code of Conducts will become contract clauses requested by the user side to be added to the future contracts, with support of the European Commission.

What is the scope for your company? Do you work on contract clauses for exit strategy to be added to your cloud contracts?

Do you have framework to work on data portability and switching cloud providers?

Do you make difference between IaaS and SaaS services in terms of data portability? What about personnel  vs non-personnel data?

What are European Commission initiatives/position  around Data Protection Code of Conducts and IaaS and SaaS Data Portability and Switching Providers policies and contract clauses?

What are your company position on these Code of Conducts?

What are the main barriers to Cloud adoption? Cost of services? Lack of external support services? Lack of skills availability and knowledge? What is your experience?

Workshop n°8

Growing Industries 4.0

Moderated by Patrick Quelmalz (VOICE) & Thomas Endres (VOICE)


The scope of Industries  4.0 is still quite large but it covers at least intelligent factories, smart products, Internet of Things, computerized design tools, etc.
Various cases of Industries 4.0 will be shown inspiring our CIO’s. What is your scope, your experience, do you get competition? Which competencies do you need?
The scope of Industries 4.0 (I.4.0) is still quite open, as recent studies show it. According to a 2016 survey by IDG-Siemens, I.4.0 is about computerized design tools for 70% of respondents, intelligent factories (66%), smart products (64%), the Internet of Things (56%), modularized autonomic systems (46%), 3D printing (44%), or “cyber-physical” systems (42%).

The opportunity is to rethink your organization and its means of production, taking advantage of smart factories, expanded adaptability and more efficient allocation of resources.

What is the scope for your company?

Digital transformation comes along with new ways of collaboration between companies and customers; is the added-value redesigned within the ecosystem? Are you facing new competitors? How are public and private actors achieving a balance?

Is Industries 4.0 only about automating processes across siloes? What about technology innovation? What are the pillars I.4.0 can leverage on?

What are the main barriers to I.4.0 adoption? Cost of hardware & software? Lack of external support services? Lack of skills availability and knowledge? What is your experience?

How can IT converge with industrial computing? Is it only about technical or application interfaces? What are the competency issues?