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Post-event recap

Reimagining the Digital Core

AI-powered transformation for the enterprise — from modern ERP foundations to governed, scalable execution across finance, operations, security, and customer workflows.

Executive summary

AI is becoming part of the digital core — not a layer sitting beside it.

Enterprise leaders are rethinking foundational systems as cloud modernization and AI accelerate the pace of change. The discussion highlighted a shift away from rigid, long-lived architectures toward modular digital cores that can evolve continuously while supporting finance, operations, security, and customer-facing workflows.

AI value depends less on isolated experimentation and more on disciplined execution. Leaders emphasized clear business problems, governed data, scalable infrastructure, cross-functional ownership, and human oversight as prerequisites for reliable adoption.

The broader conclusion was that AI itself will not remain a differentiator. Competitive advantage will come from how effectively organizations connect technology, people, data, and governance into repeatable operating models.

Featured panel

Leaders reshaping the enterprise technology foundation.

A cross-functional discussion spanning ERP, cloud, cybersecurity, software engineering, business applications, and enterprise transformation.

Mark G. Panley

Navisite, Part of Accenture

Mark G. Panley

Regional Vice President — SAP GROW

Bradley Schaufenbuel

Paychex

Bradley Schaufenbuel

Vice President and Chief Information Security Officer

Jereme Ebaugh

SAP

Jereme Ebaugh

Business Suite Expert

Rohan Raghuwanshi

Capital One

Rohan Raghuwanshi

Head of Technology — Credit Card Experiences

Ameya Thakur

Optum

Ameya Thakur

Director of Software Engineering

Key themes

What a modern digital core needs to support.

The discussion consistently returned to five capabilities enterprises need to modernize without creating new operational risk.

01

Modular digital core

Organizations are reassessing foundational systems so they can support faster change, cloud delivery, and continuous modernization rather than simply extending legacy architectures.

02

Use-case-driven AI

Successful programs begin with clearly defined business problems. Tool-first adoption often creates duplicated effort, rising costs, and limited value.

03

Governance with human oversight

Centralized governance, continuous review, and human-in-the-loop controls remain essential in finance, healthcare, security, and other regulated environments.

04

Data and infrastructure readiness

Clean, governed data and scalable cloud infrastructure are prerequisites for reliable enterprise AI and automation.

05

Training as an operating requirement

Technology only creates value when technical teams, business users, and leaders understand how to use it effectively and responsibly.

The operating principle

The digital core has to be built for continuous change.

ERP modernization, cloud, data, and AI create more value when they are designed as one connected operating foundation rather than separate transformation programs.

Actionable takeaways

Where enterprise leaders can focus next.

Six moves for organizations trying to modernize the core while scaling AI with control.

Anchor AI to business outcomes

Require each use case to articulate measurable value, cost, risk, and business impact before approval.

Centralize AI governance early

Create an enterprise intake and review process that consolidates overlap and enforces security, compliance, and data standards.

Invest in data foundations

Prioritize quality, lineage, ownership, and governance before scaling AI into critical workflows.

Keep humans in high-risk decisions

Design systems to defer to accountable people when accuracy, compliance, customer impact, or financial exposure matters most.

Train beyond IT

Build AI literacy across business, product, operations, and leadership teams so adoption is realistic and responsible.

Scale in phases

Expand capabilities only after demonstrating consistent value, control, reliability, and cost discipline.

From the room

The executive experience behind the discussion.