This site uses cookie including third parties cookies which helps us provide and improve our services. Find more on our Cookie Policy


Become a Partner ProceedingsLocationContactsKnowledgeHubAgendaAdvisory BoardPartnersSpeakersRequest InvitationPresentationsRegisterAwardsKnowledgeHub

de | en



Registration & Welcome Coffee


Summit Opening

Rainer Kaltenbrunner,
Country Manager, IDC Austria
Tobias Kleu,
Senior Program Manager, IDC CEMA

Accelerating Your Digital Transformation

Steven Frantzen,
Senior Vice President, EMEA Region, MD CEMA Region, IDC

The Digital Transformation revolution is accelerating across the world. Digital champions and disruptors in all industries are embracing new technologies to completely transform the way they execute processes, engage with customers, create business value and drive innovation in product and service delivery. Ultimately entire traditional business models will be challenged by the new business models born on digital foundations.
Nevertheless, digital transformation entails varying challenges and impediments for traditional IT which often prevent organizations from moving faster on the digital journey and scaling changes across the enterprise. This session will examine various methods and ways for accelerating digital transformation within your organization. It will also discuss some of the IT and digital competencies necessary for successful business and IT transformation to support innovation.


Accelerate Your Digital Transformation by Managing the Employee Engagement.

Ghislain Colas des Francs,
Former International Digital Transformation Program Director

The digital revolution is transforming the airline industry. Customer interaction is empowered by digital technologies (social networks, big data, mobile distribution). Airline operations are going to be disrupted by innovative ways of data processing (in-flight management, aircraft maintenance, and cabin crew support). This revolution is manageable only if all employees are motivated and willing to change the way they work. This shift is unnatural and difficult, especially at the management level. In this case study, we will talk about how Air-France KLM has developed internal social networking, fostered an innovation environment and promoted new management practices as accelerators of the digital transformation.


The Digital Value Chain: Between IT Optimization and Digital Innovation

Patrick Büch,
Head of Business Line Service Management, FNT Software

Successfully Fend of Cybercrime

Peter Rass,
Portfolio & Business Development, A1

Digital Workspace Management in a VUCA World

Oliver Bendig,
CEO, Matrix42

Panel Discussion: The Three Tenors – CIO - CDO - CEO

Robert Pumsenberger,
CIO, CDO, Salzburg AG für Energie, Verkehr und Telekommunikation
Günther Tschabuschnig,
CIO, Zentralanstalt für Meteorologie und Geodynamik - ZAMG
Hubert Wackerle,
CEO, IT-Services der Sozialversicherung
Thomas Zapf,
Managing Director - CIO, Styria IT Solutions GmbH & Co KG | Styria Digital Services GmbH
Hans Burkard,
Executive Advisor, IDC Austria

A major distinction between the CIO and other C-level positions is the constant questioning of the role. Should CIOs sit on the board? Should they report directly to the CEO rather than the CFO, as has been the tradition until recently? And should the role be divided into a CTO to focus on all things technical and a CDO to focus on digitalization?
Yet despite the questioning, the influence and importance of the CIO has continued to grow. Because of the accelerated pace of tech-driven change, CIOs often have greater insights than other C-level executives into operational bottlenecks, how new lines of business might be launched, and what can be done to increase customer satisfaction. It is now old fashioned for boards and C-level staff to decide on something and then tell the CIO to make it happen.
As a result, CxOs and boards increasingly embrace CIOs as strategic partners. But doing so requires rethinking and reworking of executive relationships. It usually begins with simple questions that generate complex answers. How do C-level executives view the CIO? How should that change and how do we make it change? When it comes to strategy, where should C-level executives collaborate? How do we think holistically about technology across functions? How do we stay agile? How do we incorporate technology into the creation of business goals (and vice versa)? How deep does CEO and COO knowledge need to be for technology, and how should they get that knowledge? CxOs have long-term experience, which often translates into adherence to what has worked in the past. How do we make sure our own experiences do not limit our vision?


Coffee Break & 1-2-1 Meetings


Breakout Sessions

Breakout I - Business Alignment

Business Alignment in Practice

Hans Burkard,
Executive Advisor, IDC Austria

Breakout II - Data Privacy Management

Data-Driven Culture in The Age of Privacy

Rainer Kaltenbrunner,
Country Manager, IDC Austria
Marijan Bračić,
Consultancy Director for Data Privacy Department, Poslovna inteligencija

Data is not the new oil, but it does represent value for the ones who process it in the right way. Today, data engineering and data science are on the rise, and it seems opportunities for data monetization are endless. Yet data privacy is also an area of keen focus, especially with GDPR in full force. How should companies fulfil the need to be data-driven and GDPR compliant at the same time? We'll take a look at the data strategies companies choose to tackle GDPR and the opportunities that appear along that path.

Moderated Discussion

Breakout III - Cognitive Future

How Executives Manage the Shift from Daily Business into a Cognitive Future

Julia Neuschmid,
Senior Research Analyst, IDC Austria
Richard Hackl,
Manager of Systems Austria, IBM

Open Discussion


Lunch & 1-2-1 Meetings


IDC Connect Roundtables

Patrick Büch,
Head of Business Line Service Management, FNT Software
Gerhard Raffling,
Country Manager Österreich und Schweiz, Commvault
Markus Bachlechner,
Security Innovation Specialist, A1
Michael T. Kalaus,
Bereichsleiter der Business Unit DMS & ECM, KYOCERA Document Solutions.
Peter Stanjeck,
Managing Director, USU GmbH
Oliver Bendig,
CEO, Matrix42

Interactive roundtable discussions moderated by IDC analysts, CIOs, and partner representatives.

Topics (discussions in German):

1. Getting our houses in order
The writing on the walls tells a dramatic tale of increased complexity and automation. It can be so compelling that many enterprises take giant leaps before they have their systems at a baseline level. From basic license management to the automation and monitoring of complex processes, how do we get our proverbial houses in order? What are acceptable levels of readiness? How does it differ system to system? Where are the time sinks and what can be done about them? And how do you set up a program that anticipates rapid change?

2. Hyperscale and the end of walls
No one wants to be constantly thinking about data risks and complexity in order to ensure that their legacy architecture is up to date with the constant changes. This is another area for which you want to modernize your on-premise environment to leverage the advantages of services similar to cloud. services. What are the advantages of a modern scale-out infrastructure in both primary and secondary systems? What do you need to consider when implementing a modern platform, and how can it support your business goals? What are the advantages and limitations of hyper-converged infrastructures and what is their ideal use?

3. It’ll happen to you. Better be ready!
The cat-and-mouse game between enterprises and hackers is never ending. And high-profile breaches are so common that they appear in nearly every news cycle. According to the media, cybersecurity has never been so relevant. But is it enough? How does one prepare for the inevitable? How can you prepare your security experts for different cybercrime scenarios? Would not a training platform for your experts, where they can simulate cyberattacks in a secured environment and with real-time feedback from security trainers, be the ideal solution? If you think so, discuss your experiences and challenges with us and let yourself be surprised.

4. Conquest of the Digital Paradise
In many companies, idle resources are abundant and are only waiting to be conquered. Oftentimes, the difficulty lies with finding the right strategy for an organization's own digitalization, because it can be both a blessing and a curse, a so-called double-edged sword. Which department should we start with? Which processes should be the first to be transformed into digital workflows, and how do we ensure a useful and seamless transition from a strongly analogue culture to a modern work routine underpinned by digital document and process management?

5. Enterprise Service Management – The Key to Cost Reduction in All Service Areas
Until very recently, core business processes such as production, marketing, and sales have usually been the focus of digitalization projects, yet the digitalization of service processes holds huge potential. The right self-service offering makes it possible to automate around 20% of all service requests within a short period, thus enabling employees to experience similarly seamless service in the workplace that they have come to expect in their personal lives, as well as improving their productivity. Join the discussion and discover the areas and means that will enable you to achieve significant cost savings in your organization.

6. How to Fight complacency and keep things interesting?
Building a team is often an exciting activity. As members come aboard, the cumulative potential becomes apparent and great plans get laid out and undertaken. Unfortunately, after finding their groove, many high-performing teams start coasting or even become stagnant. How do we fight the inertia that threatens to overtake teams that have been performing at high levels? How do we make sure that changes in the team structure or competencies don’t undermine the ability to work hard? How do we foster drive and continued innovation once the shine is off the Big Idea?


Refreshment & 1-2-1 Meetings


Panel Discussion: Expectations and Reality: How To Manage Stakeholders

Oliver Bendig,
CEO, Matrix42
Michael Georg Grasser,
Head of IT Operations, Zentralverwaltung der Barmherzigen Brüder Österreich
Alf Netek,
Chief Marketing Officer, Kapsch AG
Volker Schörghofer,
Deputy General Director of the Main Association of Austrian Social Insurance Institutions
Tobias Kleu,
Senior Program Manager, IDC CEMA

News and business media love success stories – the bigger, the better. Repeated articles about companies as diverse as Google, Amazon, Uber, Tesla, Lego, and Ada Healthcare sends the message that digitalization is something big, earth shaking, revolutionary. The massive scope and variety of available apps exacerbates the situation. There is an app for everything.
But often not in our business. The cumulative impact of the media's narrative conditions our colleagues and customers to think of innovation, digitalization, and digital transformation in primary colors and to expect castles in the sky. The reality tends to be far closer to the ground. This holds true not just for potentially big changes, but also for initiatives and ideas that lead to incremental improvements.
How do we handle this conflict between expectation and reality among business and technology stakeholders? How do help them see that great ideas, large or small, generally take time to implement, and that the results do not always look the way we imagined them? How do we help them accept that we may not actually need an app or the AI-powered AR headset-controlled robot drones that the competition is using?


Reshaping Business with Artificial Intelligence: Closing the Gap Between Ambition and Action

Sam Ransbotham,
Associate Professor, Boston College | Editor for Data & Analytics and Artificial Intelligence, MIT-Sloan Management Review

Expectations for artificial intelligence (AI) are sky-high, but what are businesses actually doing now? Building on data rather than conjecture, the discussion will be based on a global survey of more than 3,000 executives, managers, and analysts across industries, as well as in-depth interviews with more than 30 technology experts and executives. Our research at MIT Sloan Management Review reveals sizable gaps between today’s leaders — companies that already understand and have adopted AI — and laggards. While most leaders are investing in AI talent and have built robust information infrastructures, other companies lack analytics expertise and easy access to their data. The leaders not only have a much deeper appreciation about what is required to produce AI than laggards, they are also more likely to have senior leadership support and have developed a business case for AI initiatives. We'll focus on key concerns for organizations and their employees: What effect is AI having, and what effect is it likely to have in the coming years?


Raffle Draw & Final Words: We’re Still Writing the Future

Tobias Kleu,
Senior Program Manager, IDC CEMA

Networking Cocktail

Contact Us

Gerald Giefing

Gerald Giefing
Senior Account Manager
+43 1 2051160-1257

Kerstin Ildefonso

Kerstin Ildefonso
Conference Manager
+43 1 2051160-1103

About IDC

  • 54 Years
  • 1100 Analysts
  • 110 Countries

International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. With more than 1,100 analysts worldwide, IDC offers global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries. IDC's analysis and insight helps IT professionals, business executives, and the investment community to make fact-based technology decisions and to achieve their key business objectives. Founded in 1964, IDC is a wholly-owned subsidiary of International Data Group (IDG), the world's leading media, data and marketing services company. To learn more about IDC, please visit