CXO Data Summit: Agenda
22 – 24 March 2027 • St. Moritz, Switzerland.
The agenda has been validated by our Advisory Committee members.
This summit will outline key challenges and opportunities that industries have when faced with large complex data estates.
The agenda content of this CXO Data Summit has been designed with end users and genuinely topics they see value in addressing.
01
Advantage
Where the next enterprise advantage comes from: agentic AI, AI economics, data and architecture choices and what differentiates your business when technology itself is increasingly commoditised.
- Scaling enterprise AI and agentsMoving from pilots to autonomous workflows, with the architecture, integration and controls to support them.
- AI economics and measurable ROIManaging the cost of AI at scale and turning investment into demonstrable business value.
- AI-ready data foundationsImproving data quality, integration, governance and access so AI can operate reliably across the business.
- Modern data and technology architectureBuilding flexible cloud, data and AI platforms without locking the organisation into its next legacy estate.
- Data products and competitive advantageTurning proprietary data into better decisions, differentiated services and new revenue.
- Responsible AI and agent governanceManaging identity, permissions, human oversight and the consequences of increasingly autonomous systems.
02
Reality
What happens when ambition meets the organisation you actually run: legacy complexity, capacity, resilience and competing priorities and the gap between best practice and what you can realistically deliver.
- Legacy modernisation and estate simplificationConsolidating fragmented cloud, SaaS, data and AI environments while retaining critical business capability.
- Connecting enterprise data and systemsAddressing silos, interoperability and integration across an estate nobody designed as a whole.
- Technology adoption and workforce readinessBuilding the literacy, skills and changed working practices required to turn deployed technology into everyday value.
- Cloud, platform and AI cost optimisationReducing duplication, unused capability and escalating costs without compromising performance.
- Cyber resilience and recoveryProtecting critical data and services, and maintaining operations when systems or providers become unavailable.
- Vendor dependency and operational resilienceUnderstanding third-party exposure, concentration risk and practical options for continuity.
- Transformation capacity and executionSequencing change around what the organisation can realistically absorb and deliver.
03
Influence
The leadership challenge: securing investment, navigating competing C-suite priorities and deciding who owns what as technology, data, AI, cyber and operations converge.
- Business cases and investment prioritisationDemonstrating the value of data, AI, modernisation and resilience in terms the CFO and Board will fund.
- Value measurement and benefits realisationConnecting technology investment to business outcomes and proving that promised benefits actually materialise.
- Enterprise visibility and decision intelligenceGiving leaders trusted information to evaluate trade-offs and make decisions across functions.
- Data, AI and technology operating modelsDefining ownership, decision rights and accountability as responsibilities converge.
- Business and technology alignmentTranslating competing commercial, operational and technical priorities into an executable plan.
- Change leadership and organisational adoptionSecuring executive sponsorship and business ownership so transformation moves beyond the technology team.
Agenda by Day
Day 1. 22nd March
15:00 – 15:45 THE BIG DEBATE
Motion: "This House Believes AI Should Replace Management Before It Replaces the Workforce." Audience vote before and after the debate.
15:55 – 16:40 PANEL 1: CREATING ADVANTAGE
Where the real head start sits once intelligence is embedded everywhere: people, platform, or governance, versus where the vendor pitch says it sits.
16:45 – 17:15 WORKSHOP 1: THE TECHNOLOGY BET
- Which technology assumptions made today will still be lived with in five years?
- Where to commit early vs. stay flexible?
- How to make long-term bets as AI, infrastructure and vendor markets shift this fast?
18:15 – 19:00 WELCOME RECEPTION & DRINKS
19:05 – 19:45 KEYNOTE: "WHAT THE LEADERS IN THIS ROOM HAVE IN COMMON"
Day 2. 23rd March
08:00 – 09:00 CAPGEMINI AI EXECATHON
09:00 – 09:15 COFFEE BREAK
09:15 – 09:45 WORKSHOP 2: 2050: RUN THE AGENTIC ENTERPRISE
- Where should AI agents get genuine authority to act?
- What has to change in architecture, identity, security and governance before autonomy scales?
- Where must human sign-off stay non-negotiable?
09:50 – 10:20 WORKSHOP 3: THE AI ECONOMICS PROBLEM
- Where is AI creating measurable economic advantage, not just productivity claims?
- What happens to the economics when pilots become enterprise-scale?
- Which processes should be redesigned, not just sped up?
10:25 – 10:55 WORKSHOP 4: THE ENTERPRISE YOU WOULD BUILD TODAY
- What would the architecture look like with no legacy estate?
- Which parts of today’s enterprise exist only because of history?
- How do you move toward that model without the luxury of starting again?
11:00 – 11:30 WORKSHOP 5: THE DATA ADVANTAGE
- As powerful AI commoditises, where does sustainable advantage come from?
- Does proprietary data matter more, or the ability to govern and use it?
- What separates organisations running the same stack?
11:35 – 12:35 LUNCH
12:40 – 13:25 PANEL 2: THE REALITY CHECK
The gap between what’s promised and bought, and what’s actually working, platform, adoption, and whether anyone can point to measurable value.
13:30 – 14:00 WORKSHOP 6: BUILD THE MONSTER
- What could organisations build with today’s technology that customers would buy, but perhaps shouldn’t exist?
- Where does commercial opportunity collide with ethics and unintended consequence?
- Can today’s governance and regulation handle what’s now technically possible?
14:05 – 14:35 WORKSHOP 7: THE ENTERPRISE ABSORPTION GAP
- Is capability being deployed faster than organisations can change to use it?
- Where’s the real constraint now?
- When does the pace of change itself become the problem?
14:40 – 15:10 WORKSHOP 8: THE TECHNOLOGY ESTATE NOBODY DESIGNED
- How do you simplify an estate grown through years of tactical decisions?
- What gets consolidated, modernised or switched off?
- How do you cut complexity without losing resilience?
15:10 – 15:25 COFFEE BREAK
15:25 – 15:55 WORKSHOP 9: BEST PRACTICE VS VIABLE PRACTICE
- Where does best practice collide with budget, legacy and politics?
- How much compromise before pragmatic becomes bad?
- What’s a legitimate constraint vs. an excuse?
16:00 – 16:30 WORKSHOP 10: AND THEN WHAT?
- What happens downstream when a rational decision meets the rest of the enterprise?
- How do you spot second- and third-order consequences early?
- Who owns the whole chain?
16:35 – 17:05 WORKSHOP 11: RESILIENCE BY DESIGN
- How exposed are you to vendors, platforms and third parties you don’t control?
- Where has consolidation quietly created new risk?
- What would it take to operate if a critical capability disappeared?
18:45 – 21:15 SUMMIT DINNER & ENTERTAINMENT
Day 3. 24th March
08:00 – 08:40 PANEL 3: THE INFLUENCE BATTLE
How do you make something happen when you don’t control everything required to make it happen?
08:45 – 09:15 WORKSHOP 12: WHEN EVERYTHING IS URGENT
- What happens to decision quality when cyber, AI, transformation, cost, regulation, customers and growth are all priorities?
- How do leaders protect long-term capability when short-term delivery continually wins the argument?
- Are organisations moving faster, or simply asking more people to operate permanently at maximum capacity?
09:20 – 09:50 WORKSHOP 13: THE BUSINESS CASE NOBODY WANTS TO FUND
- How do you secure investment for foundations, resilience and capability when the immediate return is difficult to demonstrate?
- What makes a technology, data or AI business case credible to the CFO, CEO and Board?
- How do you compete for capital against initiatives with clearer, faster or more politically attractive returns?
09:55 – 10:15 COFFEE & NETWORKING
10:20 – 10:50 WORKSHOP 14: WHEN EVERYONE IS RIGHT
- What happens when technology, finance, security, operations, data and commercial leaders all have legitimate but conflicting priorities?
- How do you reach an enterprise decision when the rational answer changes depending on where you sit?
- Who should compromise, and who has the authority to decide when consensus isn’t possible?
10:55 – 11:25 WORKSHOP 15: THE DECISION NOBODY OWNS
- Where are critical enterprise decisions falling between technology, data, AI, security, operations and the business?
- Does shared ownership create better decisions, or provide somewhere for accountability to disappear?
- What needs to change in decision rights as technology increasingly cuts across traditional functional boundaries?
11:30 – 12:00 WORKSHOP 16: THE C-SUITE POWER SHIFT
- As technology, data, AI, cyber, transformation and operations converge, which executive boundaries still make sense?
- What should CIOs, CTOs, CDOs and CAIOs own, share or be prepared to give up?
- What does the CEO need from the technology and data leadership team when no single function can deliver the outcome alone?