Vuono Group took the stage at the largest CIO gathering of the year in Scandinavia. Joona Soratie joined Getinge's Ola Hammarlund for an executive session on what real AI success actually looks like, and how to operationalise AI into business processes.

A CEO panel discussion at Aalto University brought together sharp minds actively shaping how Finnish and global organisations navigate transformation. One conviction came out stronger than ever. Business processes are not a back-office concern. They are the business.

In most AI projects I see, the model is not the first thing that breaks. The process is. A model can predict a delivery delay, flag a supplier risk, identify a missing document, or recommend the next action in sales. That output only matters if someone can act on it.

When enterprise AI doesn't perform reliably in production, the AI model is rarely the problem. The data underneath it is. The semantic layer is how organisations fix that, and why global companies like IKEA, AstraZeneca, and Netflix have made ontologies and knowledge graphs core infrastructure.

Business processes are constantly developed, but how often does that work translate into tangible and measurable results? Elisa's Process Director Milja Leppänen dives into succeeding in end-to-end process management in the age of AI, together with Joona Soratie from Vuono Group.

How to connect fragmented systems into end-to-end, data-driven operations to improve sales and delivery? Adam Burnage, Senior Manager, Metso, shared practical insights from a successful transformation and what it really takes to get there at our Data & AI breakfast event.

What if instead of forecasting what customers ask for, you started from the need itself? At our Data & AI breakfast event, Senior Data Scientist Marko Laakso from Kesko explored how AI can uncover hidden demand and turn it into sharper operational decisions and clearer priorities.

Most organisations chasing AI results are solving the wrong problem. The real bottleneck isn't the technology, but the vicious cycle between bad data and broken processes. We've walked into organisations with 5000 Power BI reports, and teams that still don't know where to look when something goes wrong.

Bad data is usually just the symptom. The real issue is broken processes and AI often amplifies those weaknesses instead of fixing them. Across industries, the same five patterns keep showing up.

SATO’s ERP transformation empowered the business with the tools and autonomy to continuously design and refine its services and processes. Their journey shows how business-led transformation can unlock full potential for growth and continuous improvement.

The promise of AI in software development is often sold as a magic button—instant applications and zero friction. But what happens when you actually try to build something from scratch? To test the limits of AI-assisted coding, I built a video game with my son.

We are drowning in data and reports but starving for insights. It is time to shift focus from merely decoupling data to start productising information to answer critical business questions with modern data leadership.

The lack of collaboration between business and IT, the underestimation of change management, and the failure to treat business processes as the foundation of ERP design are among the most common ERP project pitfalls. But how to overcome them and not blow timelines and budgets?

Shifting focus from IT-driven personal AI tools to business-driven process automation generates tangible financial impact. This is how you move from simple LLM applications to true business orchestration, where AI enables you to fundamentally rethink your customer experience and internal workflows.

Effective ERP systems rely on accurate and consistent master data. It forms the foundation for all transactions, processes, and analytics. How to manage master data that enables an efficient ERP system, but will not risk the transformation itself?

Long and complex business processes often lock up capital in inventory, supply chains, receivables, and procurement contracts. The data required to address this challenge already exists across enterprise functions and IT systems. The goal should be end-to-end process visibility across functions and platforms to enable ongoing optimisation and forecasting of working capital needs.

In ERP implementations, User Acceptance Testing (UAT) is often viewed as a formality, a final sign-off before go-live. But for UAT to deliver this value, it must be driven by the business and viewed as a business validation process.

Navigating IT change effectively is a superpower for today's tech leaders. Get insights into managing systemic risks, optimising for flexibility, and making strategic decisions that drive real business value.