Schutten.Cloud | Technology Executes. Humans Lead.

Seeing opportunities with AI

Artificial Intelligence (AI) is changing the way businesses operate, offering new opportunities and challenges. As a C-level executive, it's important to understand how AI can benefit your company while managing the risks involved. Setting Your AI Goals First, you need to decide what you want to achieve with AI. Do you want to use it to improve internal processes or to create new products and services? Your ambition will guide your strategy and set realistic goals. For example, AI can help streamline back-office tasks, making them faster and more efficient. Or, you might use AI to offer personalized customer experiences, which can lead to higher customer satisfaction and loyalty. Choosing the Right Approach Next, consider how you will implement AI. There are different ways to do this. You can use pre-built AI tools that are already available. This is quick and doesn’t require much technical knowledge, but it may not fit your specific needs perfectly. Alternatively, you can adapt existing models with your own data to make them more tailored to your business. This approach is more flexible but requires more expertise. Lastly, you can develop your own AI system from scratch. This gives you full control but is more expensive and time-consuming. Choosing the right path is crucial. It affects how quickly you can start using AI and how much it will cost. For instance, if your goal is to quickly improve customer service, a pre-built solution might be the best choice. If you need a highly customized solution for a specific problem, developing your own AI system might be necessary. Navigating the Risks Using AI also comes with risks. These include unreliable outputs, data privacy issues, cyber threats, and regulatory concerns. For example, AI systems can sometimes produce incorrect or unexpected results. This can happen if the data used to train the AI is flawed or if the system encounters new situations it hasn’t seen before. Ensuring data privacy is crucial, especially when handling sensitive information. You need to comply with regulations like GDPR in Europe or HIPAA in the U.S. Cyber threats are also a concern. AI systems can be targeted by hackers, putting your data at risk. This means you need to have robust cybersecurity measures in place. Additionally, different countries have different rules about AI, and you need to follow them. This can be complex, as regulations can change quickly and vary widely. For instance, regular audits and compliance checks can help ensure you stay within legal boundaries. Leading with Vision and Prudence Leading with AI requires a balanced approach. You need to support innovation while also ensuring safety and ethical considerations. This involves engaging stakeholders, balancing speed and caution, and fostering a culture of learning. Engaging stakeholders means talking to everyone involved, from developers to end-users, to get their input and support. This helps build a sense of ownership and alignment. Balancing speed and caution is also important. You need to move fast to stay ahead of competitors but take time to ensure your AI is reliable and secure. Fostering a culture of learning means encouraging your team to learn about AI and keep up with new developments. This helps keep your organization ahead of the curve. Wrapping Up AI offers a unique chance for C-level executives to drive growth and innovation. However, it also presents significant challenges. By carefully planning and managing risks, you can use AI to improve your business and stay ahead of the competition. In summary, leading with AI means setting clear goals, choosing the right deployment strategy, and being prepared for risks. With the right approach, you can unlock the full potential of AI for your organization. True leadership means guiding your company through the complexities of AI with vision and resilience.

Co-managed IT explained: who is really responsible?

Choosing how to run your IT infrastructure is one of the most important strategic decisions a business can make. However, many business leaders struggle with confusing terminology in the IT service provider landscape. Terms like co-managed IT, co-sourcing, fully managed services, and co-creation are often used incorrectly, leading to failed partnerships and unclear expectations. Understanding what these models actually mean, how responsibilities are divided, and how financial billing works is essential before signing any contract. The landscape of IT management models To make informed choices, business leaders must clearly distinguish between the different ways IT services can be delivered and organized. Under an insourcing model, a business handles all technology needs internally by hiring and managing its own personnel. Outsourcing, by contrast, transfers an entire process or department to an external provider who guarantees specific performance targets. Co-sourcing takes a staff augmentation approach by bringing in external personnel to work under your internal team's direction, adding temporary capacity without shifting operational control. Service delivery models also differ in scope and management approach. A standard managed service focuses on buying a specific functional outcome under a strict agreement, while remote managed services rely on software tools to monitor systems from a distance. Fully managed services go a step further by handing over complete operational responsibility for the entire IT environment to an external partner. Finally, co-managed IT involves an internal team and a provider managing a domain together, whereas co-creation focuses on jointly developing new digital products rather than managing existing systems. Deep dive into co-managed IT: what it is and what it is not Co-managed IT is often misunderstood in the service provider market, where it is frequently confused with buying extra staff or single software tools. In reality, a true co-managed setup is a joint operational partnership. Both the internal IT team and the external provider actively manage a specific domain together by sharing access to management platforms, support queues, and daily workflows. Both parties share equal accountability for system health, overall uptime, and cybersecurity. This approach is fundamentally different from other sourcing arrangements. It is not co-sourcing because co-sourcing merely supplies extra hands without transferring operational accountability to the vendor. It is also distinct from co-creation, which develops new intellectual property, and traditional outsourcing, which removes the internal team from daily operations entirely. Companies select co-managed models when they have a capable internal team that understands the business, but needs enterprise-grade tools, 24/7 coverage, and specialized knowledge. Financially, co-managed services usually rely on a predictable monthly fee per user or device, combined with set rates for project support. Deep dive into co-creation: what it is and what it is not Co-creation is another term that is often misused when organizations confuse custom software development with operational IT management. At its core, co-creation is a collaborative development strategy where a client and a technology vendor build a software tool together. The client provides domain expertise, practical feedback, and operational requirements, while the vendor contributes technical architecture, software engineering, and scalable infrastructure. This model should not be confused with standard custom software development, where a client pays the full cost to keep exclusive rights. Nor should it be mistaken for co-managed IT or co-sourcing, as co-creation focuses on building new digital tools rather than supporting daily IT operations. Businesses choose co-creation when standard commercial software falls short, but building custom tools alone is financially unfeasible. Financially, the client typically receives lower development rates or early software access. In return, the vendor retains the core intellectual property and creative freedom, allowing them to market and sell the solution to other commercial customers. The shared responsibility model: operational versus legal reality When working with an external IT partner, dividing responsibilities correctly is critical to avoiding operational gaps and legal surprises.IT Sourcing Model Operational Execution Operational Responsibility Legal Accountability Common Billing StructureInsourcing Internal staff Internal IT management Internal business board Internal salaries and capital spendOutsourcing External provider External service provider Internal business board Fixed monthly contract or service feeCo-sourcing Internal staff & external personnel Internal IT management Internal business board Time and materials or daily ratesCo-managed Shared internal and external team Joint shared responsibility Internal business board Fixed fee per user/device + project rateCo-creation Joint development team Joint development leadership Internal business board Discounted dev fees + IP retentionFully Managed External provider External service provider Internal business board Fixed monthly fee per user or deviceOperationally, you can delegate tasks and share daily responsibilities with a partner. In a co-managed environment, the vendor might handle backup management and software patches while your internal team supports end users. If a backup fails due to vendor negligence, the vendor is operationally accountable based on agreed service levels. However, legal responsibility works very differently. Regulators and courts hold your board of directors legally accountable if a cyberattack occurs or privacy laws are violated. While you can seek financial damages from a partner for breach of contract, ultimate legal accountability remains with your business. Closing thoughts Modern IT management requires a clear understanding of where effort ends and true responsibility begins. Misidentifying your sourcing model leads to operational confusion, unfulfilled promises, and unmanaged business risk. By defining roles, financial structures, and legal boundaries early, organizations can build effective partnerships that protect their operations. True IT partnerships are built on shared operational accountability, but business leaders must remember that legal responsibility can never be outsourced.

Governing AI agents while driving business value

Technology leaders today face a very difficult choice. On one hand, company executives want to see clear financial results from artificial intelligence investments. On the other hand, using automated AI tools introduces safety and security risks that older systems never had. To handle this successfully, companies must move away from simple testing and focus on clear rules, cost control, and practical learning. Higher pressure on budgets and financial results For a few years, many companies spent money on AI just to see what it could do. Today, that period of open spending is over because business leaders want to see real value. While many companies are still spending more money on technology, only a small number expect to get fast returns on their AI investments. This gap between spending and real results puts a lot of pressure on technology directors. To solve this, successful companies are changing their approach in three main ways:Focusing on clear tasks: Leaders are stopping general pilot projects that have no clear goals and are choosing tasks where results are easy to measure. Setting goals before starting: Good teams decide on clear targets before launching a project, so they can prove the financial benefits later. Managing hidden costs: Using AI models too much, paying high usage fees, and running uncontrolled software tools can quickly become too expensive.The hidden risks of automated software tools The step from standard AI models to automated AI agents creates new risks for companies. Standard tools just answer questions, but automated agents can run code, change databases, and complete complex actions across different systems by themselves. If these systems operate without strict rules, they can make unexpected mistakes, like accidentally deleting important company databases. At the same time, many employees are using unapproved AI tools on their own. Workers in different departments often use personal accounts or free online tools to do their jobs faster. While this can save time, it can also leak private company information and create serious security problems. Changing safety rules from yearly checks to daily monitoring Old ways of managing software risks, such as checking rules once a year, do not work for fast AI systems. Because automated tools work continuously and very quickly, security plans must adapt to monitor them all the time. To keep systems safe without stopping work, technology managers should follow a clear plan:Limiting system access: Automated tools should never have full access to everything; their permissions must match the exact task they are doing. Creating strong central rules: Instead of changing safety settings for every new tool, create one strong system that decides what data can be used and when a human must check the work. Keeping complete activity logs: Every action taken by an automated tool must be saved in a list so managers know what happened and why.** Giving clear responsibility to staff: Set up mixed teams and clear ownership so that technology, legal rules, and business goals work together.Helping employees learn and adapt As software work becomes more automated, companies face a new human problem. Younger workers and junior developers who rely too much on AI tools might not learn basic building skills. If they do not learn from real mistakes, it becomes hard for them to notice when an AI system gives a wrong answer. To fix this problem, business leaders need to build a learning culture. Experienced staff members should guide younger workers, encourage open discussions about technical issues, and check AI outputs carefully. Good training across the whole business helps everyone understand both the power and the limits of these new tools Closing thoughts Navigating the complex world of modern technology requires both fast innovation and careful control. Successful leaders will not be the ones who buy every new tool, but those who build clear safety rules, manage spending carefully, and stay responsible for their automated systems. True progress in technology happens when we combine speed with total responsibility.

Mastering inner leadership

Effective leadership does not begin with managing teams, setting strategy, or optimizing processes; it starts with mastering your own mindset. To navigate complex environments, leaders must move beyond quick automatic reactions and cultivate a deep level of self-awareness. Understanding your inner sabotage Every leader carries hidden patterns that quietly influence decisions. Under intense pressure, these automatic triggers take control. We often mistake our immediate emotional impulses for logical thinking. In reality, these impulses usually stem from fear, ego, too much empathy, or a need for complete control. Recognizing that your initial reaction is rarely your best response is the foundational step toward true authority. When you stop acting on instinct alone, you gain the clarity required to lead effectively. Thinking in loops and balancing opposites When pressure mounts, standard linear thinking pushes leaders toward rapid, binary choices: problem versus solution, yes versus no. Real growth happens when we adopt continuous loop thinking, recognizing that opposing forces exist together and can balance each other out. Instead of fighting difficult emotions or impulses, effective leaders invite their natural counterparts to restore harmony:Anger and forgiveness: Uncontrolled anger drains energy, whereas choosing forgiveness restores focus, reduces conflict, and creates emotional clarity. Pride and humility: An inflated ego creates organizational blind spots, while conscious humility keeps leaders grounded and open to learning. Jealousy and self-worth: Comparing performance to others breeds insecurity, but leaning into core values builds authentic confidence. Greed and generosity: The urge to hoard control or credit weakens trust, while generosity creates shared success and stronger teams.The power of paradoxical action Understanding internal dynamics is important, but true leadership mastery shows up in your actions under pressure. Leaders often fall into predictable behavioral traps driven by immediate instincts. Breaking these habits requires practicing paradoxical action: stepping out when your instinct tells you to step in, and stepping in when your instinct tells you to step out. When pride or frustration urges you to intervene immediately, dominate a situation, or enforce total control, that is your signal to step out, observe, and create space. Conversely, when uncertainty or discomfort makes you want to avoid a crucial conversation or delay a tough decision, that is your precise cue to step in and lead. Building long-term emotional agility Self-mastery is not a one-time decision; it is a continuous daily habit. By observing your reactions without judgment, you create a vital pause between emotion and action. Over time, this deliberate practice transforms leadership from a series of stressful stress-responses into a calm, intentional art. Closing thoughts Great leaders are not defined by their initial emotional impulses, but by how they choose to respond to them. By breaking automatic patterns and balancing internal forces, you unlock genuine emotional agility and strong personal authority. True leadership begins when you master the courage to step back from reaction and step into responsibility.

Stop wasting time on the scenic route to success

A manager once gave me a long speech about how success is a slow journey. He used the metaphor of a road trip: driving from Amsterdam through Cologne, relaxing in Austria, enjoying good food, and eventually reaching Rome. He told me that every leader needs to enjoy the ride. My response was simple: "If the goal is to enjoy a road trip, that makes sense. But if the goal is to get to Rome as fast as possible, I am going to Schiphol Airport to catch a plane. I can eat good food and relax when I get there." Too often, I hear leaders say that things "just take time." But every leader should ask themselves an honest question: is this really taking time, or are you just letting time pass? The trap of enjoying the journey too much There are many managers and directors who make a comfortable living taking the slow road. They love the discussions, the endless process, and the feeling of moving forward without the pressure of actual results. They are happy, well-paid, and comfortable. However, using "the journey" as an excuse often hides a lack of ambition or execution. When leaders focus too much on the process, they confuse activity with achievement. Enjoying the ride is fine, but as a leader, your primary responsibility is still to reach the destination. From zero to hero in three years I know how powerful human potential is when you combine a clear goal with discipline. Years ago, after several frustrating client conversations, I decided to leave service management and move into presales and architecture. At that point, I had never even opened the Azure portal. Instead of taking years to figure it out slowly, I set a clear target. Every evening, I studied in my attic room. I stayed curious, learned relentlessly, and built a network of experts who were willing to help me. In less than three years, I went from knowing nothing about Azure to becoming a Microsoft MVP and a senior solutions architect. It happened because I refused to accept anything less than my target. I did not wait for time to pass; I made time work for me. Taking control of your health with the same discipline I applied this exact same mindset when my health was at risk. My children wanted me to stop smoking, and after suffering a second collapsed lung before a major operation, I knew I had to make a drastic change. I stopped smoking completely. Today, I train in the gym four days a week, play padel with friends, eat healthy, avoid weekday alcohol, and deal with stress immediately instead of keeping it in my body. I prioritized myself so that I could be strong enough to support others. Once again, it was not about waiting for a slow transformation. It was not about making small, simple changes. It was about making a firm decision and following it up with daily discipline. Most people underestimate their own power Most leaders and teams severely underestimate what they can achieve. Although they overestimate what you can achieve in a few weeks, they underestimate what discipline can do for you in a few months. Consistency is key. Most leaders think big changes require endless time, so they move at a comfortable pace. But with real ambition, clear focus, and relentless discipline, you can achieve in months what takes others years. It is completely fine if some people prefer the long, scenic route. But you do not have to slow down for them. Set your goal, board the plane, and leave the slow movers behind. You'll meet them in Rome later. Closing thoughts Success is not an accident, and time is not an excuse. While others spend years talking about the journey, you have the power to define your destination and fly straight to it. Focus on what you want, build the discipline to get it, and never let comfortable people dictate your pace. True leadership is not about enjoying a slow ride, but about having the discipline to reach your destination at your own pace.