For CIOs and CDOs heading into Microsoft Fabric and SQL Community Conference Europe, the main question is not which data technology sits at the center. It is whether the data platform improves revenue, productivity, and decision speed while creating a trusted foundation for AI at scale. That should drive the data strategy.

Enterprise AI is forcing companies to tackle a familiar problem, with data spread across ERP, CRM, operational systems, databases, applications, warehouses, and analytics platforms built over years. That was manageable for reporting and point-to-point integration. Copilots and agents raise the stakes because they need to reason across customers, orders, inventory, financial implications, operating constraints, permissions, and business rules at the same time.

That moves the discussion from architecture into CIO and CDO strategy. What outcomes are we trying to improve? What data and context are required? What needs to move versus connect? Where do Microsoft Fabric, Azure Databases, and other platforms fit? How will governance and authority follow the data? Where should the data be stored and what sovereignty or regulatory restrictions apply? And how will we measure results?

Microsoft is positioning its broader data platform around AI business value. That framing is useful when it translates into an operating strategy. As I wrote in Forbes about Microsoft Build in June, the next phase of AI depends less on the model and more on data readiness, governance, interoperability, and operational execution. The conference should give customers a closer view of how those pieces come together. The question for CIOs and CDOs is how that direction fits their existing data estate.

The AI problem is usually a data problem

Many AI initiatives stall on data readiness rather than the model itself. The issue is not one statistic. It is the combination of fragmented data, inconsistent definitions, and the effort needed to prepare and govern information before AI can use it reliably.

Copilots and agents need trusted context around customers, financials, inventory, operations, permissions, and business rules. AI exposes existing weaknesses. Duplicate customers, poor product data, and inaccurate inventory become more consequential when AI is recommending or taking action. AI does not create the data quality problem; it makes the operating cost harder to ignore.

The goal is to make more of the existing data estate useful for AI without turning modernization into a wholesale rebuild.

Microsoft Fabric and Azure Databases play different roles

For customers, the question is how Microsoft’s broad portfolio translates into architectural choices, including what should move, what should connect, and what can stay in place without limiting the result the business is trying to achieve.

Azure Databases support transactional and operational workloads, each with distinct performance and application requirements. Fabric provides a unified SaaS experience across data integration, engineering, analytics, real-time intelligence, data science, and business intelligence. Fabric IQ adds a semantic intelligence layer that provides shared business context for Copilot and agents. Some workloads may belong in Fabric, others in Azure Databases, and some on third-party platforms; moving them adds cost without creating enough business value.

The architecture should follow workload, data maturity, economics, and business value, not a single destination.

Connected data has to improve the decision

Microsoft’s broader data platform can connect systems of record and operational applications with analytics and AI. Azure Databases, Fabric, OneLake, Power BI, and governance can play different roles. What matters is whether those connections shorten the path from operational data to a decision, not how neatly the products line up.

A customer record may live in CRM, orders in ERP, inventory in operational databases, and demand models in an analytical environment. Fabric Real-Time Intelligence can add live events to that picture. A manufacturer can stream equipment events or production events, detect a developing issue, and alert teams while there is still time to change the outcome. The value comes from reasoning across that context so the business can understand what is happening, why it matters, and what action makes sense next.

Trusted context turns data into AI business value

I recently wrote in InfoWorld that trusted context is becoming the currency for enterprise AI. That is especially relevant here because once copilots and agents rely on enterprise data, then quality, permissions, lineage, and security become operating requirements, not background data issues.

Knowing inventory is 8,000 units is data. Knowing whether those units are available, committed elsewhere, in the wrong distribution center, or on quality hold is business context. As AI moves from answering questions to taking action, that context determines whether the result can be trusted.

Microsoft frames AI business value around growth, insight, and scale. Each needs an operating definition. Growth can mean new revenue, better customer responsiveness, or growing without adding cost at the same rate. Insight means combining context across Microsoft 365, Fabric, and operational systems to make better decisions faster. Scale means expanding AI without rebuilding governance for every use case.

A reusable data foundation can also reduce pipeline and management effort while improving decisions around pricing, inventory, customers, supply chain, and finance. Microsoft cites coverage of more than 100 standards. The practical question is whether AI can scale without risk and complexity growing at the same pace. For multinational or regulated organizations, that also includes where data is stored and processed and which sovereignty requirements apply.

Agentic workloads raise the bar. Organizations need to know what information informed a decision, who or what had authority to act, which policies applied, and how a wrong action can be reviewed or reversed.

That is where the data platform becomes part of what I describe as decision architecture. Context explains what is happening. Decision logic determines what should happen next. Authority defines what a person or agent can do. Orchestration coordinates systems and people. Execution completes the action and provides a path to review or reverse it. Trusted data feeds that architecture. Without trusted data, automation will be difficult to trust at scale.

Microsoft’s breadth is most useful when it reduces complexity

Microsoft’s advantage may be its enterprise footprint. Azure Databases, Fabric, OneLake, Power BI, Microsoft 365, business applications, developer tools, identity, security, and partners touch many of the places where information is created and work gets done.

Most customers will keep data across multiple systems. Microsoft’s opportunity is to use that breadth to create a simpler path from data to workflow to business outcome without requiring everything to live in one place.

Customer proof points matter because data strategies can get abstract. The KPMG Australia example is useful because KymChat moved beyond an internal productivity tool into a client-facing offering, creating a path from internal AI investment to new business. Microsoft also reports that improvements to the data foundation increased KymChat search quality from 50% to 91%, with results delivered in under a second.

BMW Group provides a more recognizable operating example. Microsoft says Azure helped BMW make vehicle data delivery and analysis 10 times faster, cutting the lead time for engineering insights from days to hours or minutes. Audi adds an AI deployment example. It used Azure AI Foundry, Azure App Service, and Azure Cosmos DB to launch a secure HR assistant in two weeks and is extending the same framework to eight additional agents across the enterprise. Levi Strauss & Co. offers another angle. It consolidated nine ERP systems on Azure, reported a twofold improvement in latency and a 60% improvement in IOPS and now uses Fabric IQ for companywide cost reporting. These are the kinds of proof points that connect platform architecture to time, cost, productivity, and decision quality.

Interoperability matters across the enterprise estate

Microsoft sits in a market with Snowflake, AWS, Google Cloud, Oracle, and others, each with different strengths across infrastructure, databases, analytics, openness, and AI. Databricks also plays an important role, but the connection is different because Azure Databricks is provided as a first-party service directly on Azure. Most large enterprises will remain heterogeneous, making interoperability, cross-platform governance, and incremental modernization central to strategy.

The opportunity is to make Microsoft’s data platform useful across the mix of systems that customers already run. Most enterprises are not starting from a blank sheet, so the value is in helping them connect, govern, and modernize over time without forcing everything into one place.

CIO and CDO strategy should start with the business outcome

This is where the conversation becomes most useful at the Microsoft Fabric and SQL Community Conference Europe. For CIOs and CDOs, an architecture diagram matters more when it is backed by a decision model. A useful data and AI strategy should work backward from the business outcome through five decisions.

1. Start with the business outcome. Define what needs to improve, including revenue, margin, productivity, customer experience, decision speed, working capital, or time to value. Let the technology choice follow the objective.
2. Map the data and context required. Identify the operational, transactional, and analytical information, semantics, and business rules that influence the outcome.
3. Decide what moves and what connects. Determine where Fabric, Azure Databases, and non-Microsoft platforms fit. Let workload, economics, and value drive modernization rather than a single destination.
4. Design governance, authority, and economics together. Define how security, permissions, lineage, and controls span operational, analytical, and AI workloads, and identify opportunities to simplify pipeline, integration, and management efforts.
5. Measure the operating result. Set KPIs before scaling. Technology adoption is not the outcome. CIOs and CDOs should know which business measures should change, by how much, and over what period.

That is how the data platform becomes enterprise strategy, tying architecture, governance, AI, and economics to operating outcomes and bringing business leaders into the discussion before the architecture is set.

What customers will still want to understand

Microsoft has many of the pieces required to connect enterprise data, analytics, and AI. Customers will keep looking for guidance on the roles of Azure Databases, Fabric, and the broader data platform, along with cost, licensing, migration, and governance across heterogeneous environments. They will also want more proof points from KPMG, BMW Group, Audi, and Levi Strauss & Co. that start with a business result.

That is where Microsoft’s positioning around a data platform for AI business value comes together. The value is in helping customers connect platform choices to better decisions, faster action, and measurable operating results.

After three decades in enterprise technology, I keep coming back to the same point. The technology is only part of the answer. For CIOs and CDOs, the harder part is deciding how the data platform fits into the way the business operates, how decisions get made, and where AI can improve the outcome. That is really the question behind how Microsoft connects your data across the enterprise. The conference should give customers a useful view of how Microsoft is bringing those pieces together and where that can create better business outcomes.

Postgres just turned 30. Over those three decades, I’ve watched it pick up hot standby replication, logical replication, asynchronous IO, just-in-time compilation, and dozens of other features built for enterprise workloads. Every one of them solved a real problem and raised the floor on what a DBA needs to know just to do the job well.

I don’t think most people outside this world fully register how much that floor has risen. In the early days, improvements were small and mostly about stability. Now, 30 years in, the focus is squarely on enterprise functionality, and that functionality comes with complexity attached. The more you build, the more there is to understand and manage, and that increases every year.

Hiring more people doesn’t solve this

Most organizations treat a scaling database problem as a staffing problem. Hire enough DBAs and you’re covered. I think that’s the wrong way to look at it entirely.

It’s not far off from the old “too many cooks spoil the broth” problem. You don’t make better soup by adding cooks. You make better soup with a better chef. A 100-terabyte database with serious performance issues doesn’t get fixed by putting 10 DBAs on it instead of one. It gets fixed by someone who has seen that failure before and knows exactly where to look.

Experienced DBAs are expensive and hard to find, and the problem is only getting worse. A few years ago, it was IoT driving demand for time series expertise at scale. Now it’s AI, and organizations are building enormous databases to support retrieval pipelines and large language model (LLM) training, often without the experience on hand to run them safely.

Where human error comes from

Humans are unpredictable. We make assumptions. Sometimes, we think the process is getting in the way, so we take a shortcut around it. And we make mistakes because that’s simply human nature.

I don’t think that’s something we’re ever going to fully engineer away as long as a person is in the loop, and honestly, we want a person in the loop making the real decisions. So it becomes a balancing act. You have to understand the mistakes people tend to make, build the discipline to follow good processes consistently, and still know when a situation calls for judgment rather than a checklist.

Why AI helps more than people expect

I think this is where AI has earned its place. It’s not as a replacement for the DBA, but as something that follows a process more consistently than a person under pressure tends to.

Modern AI systems still have problems with hallucination and getting the full picture right. However, with the right guardrails, auditing, and tracking in place, they are able to follow the process very well. It is much easier for me to say, “Forget it, I know a shortcut, I’ll just push this through,” than it is for a well-constrained model to deviate from its instructions. As long as the instructions are clearly defined, LLMs tend to stick to them.

Another advantage worth naming is if an LLM is doing the diagnostic work, you can put much stronger gating around its ability to actually make changes. You can let it follow a tight, well-defined process to diagnose a problem while still requiring a human to approve anything that touches the live system, whether that’s creating an index, dropping one, or changing a configuration value.

That combination gets you to a solution far faster than the old way, using the model’s training plus whatever supplemental knowledge you feed it through retrieval-augmented generation (RAG), while keeping a person at the one point where it actually matters. Did the model get the diagnosis right? Does the proposed fix line up with the actual problem? That’s the question a human needs to answer before anything gets applied.

The industry hasn’t figured out the limits yet

I am not sure we are far enough along the path as an industry to really know what we’re getting wrong. I am working through these questions myself right now, looking at autonomous agents for Postgres operations and where the real risk is.

What’s clear to me already is that strong guardrails matter in two places, not one. You need guardrails on the prompts so the model verifies its findings and doesn’t hallucinate into a bad recommendation. And you also need guardrails on what the model is actually allowed to do. Letting an agent create an index carries a manageable risk. Letting it truncate your orders table does not. Auditing matters just as much; when something does go wrong, you need to see exactly what happened and undo it. The fallback needs to stay in place until the industry broadly trusts these systems more than it trusts a human.

Picture a load spike that hits overnight, the kind where batch processing that normally runs fine suddenly does not. The old way means spending hours trawling logs, index stats, table stats, and query performance before you land on a likely cause and you can apply a fix.

Put an LLM on that same problem and the hours-long process compresses into minutes. It’s the same productivity shift we’ve already seen in software development, where an experienced user with the right skills and guardrails can get LLM output that matches or beats a junior developer’s work. The quality comes down to this process: Structure the work, define a clear spec, build the implementation plan, then verify each stage before moving on.

The same discipline applies to database operations. The worst thing you can do is rush in and say to the model, “This happened, go fix it.” You need to guide the tools properly to get good results from them. When it’s done right, it works.

Where this goes from here

A few things need to be true for this to scale across the enterprise. Frontier models already understand Postgres well, but they don’t know everything, so you need to feed them supplemental knowledge alongside that training. Full documentation matters here, so do internal runbooks. The process has to require the model to actually consult that material rather than coast on what it already knows.

I expect the same kind of structured skills that are common in AI-assisted development, the step-by-step approach to planning and verification, to show up specifically for Postgres operations. That will make the job easier for DBAs, and easier is what matters.

We’re probably not far from agents that sit and watch a Postgres instance around the clock and rarely need a human to step in. The slower part is trust. For example, look at how long it took people to actually believe AI-written code was any good. I would guess it is the same pattern here, but I don’t doubt for a second that we will get there.

In the meantime, you do not need to hand an LLM the keys to your database tomorrow. Start smaller and begin with read access to your monitoring data. It’s a low-risk place to start.

An agent watching constantly can catch the kind of slow, compounding anomaly that threshold-based alerting tends to miss, a gradual rise in IO alongside a gradual rise in memory, and flag it before it becomes the kind of outage that costs real money every hour it runs.

That’s not a small thing. The DBA shortage is not going away on its own, and waiting for the industry to fully trust autonomous agents before using AI at all is the same as falling behind. The teams that figure out where the human belongs in this process are the ones who’ll be ready when the rest of the industry catches up.

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New Tech Forum provides a venue for technology leaders—including vendors and other outside contributors—to explore and discuss emerging enterprise technology in unprecedented depth and breadth. The selection is subjective, based on our pick of the technologies we believe to be important and of greatest interest to InfoWorld readers. InfoWorld does not accept marketing collateral for publication and reserves the right to edit all contributed content. Send all inquiries to doug_dineley@foundryco.com.