2026年技术趋势报告：跨越当下智启未来（英文版）-

DISRUPTIONDEEPENS.OPPORTUNITYWIDENS.EIGHTTECHTRENDSIN2026.

2026

MAKETHELEAPFROMNOWTO

NEXT!

2

Whatwilltheworldlooklikein2030?

Answeringsuchaquestionseems

impossibleasmostwonderwhat

tomorrowlookslike.Butsometimesit's

usefultoconsiderwhatcomeslaterbefore

weguesswhatcomesnext.

4

Theworldin2030looksverydifferent

fromtheworldin2026.

W

hatwilltheworldlooklikein2030?An-sweringsucha

questionseemsimpossibleasmostwonderwhattomorrowlookslike.Butsometimesit’susefultoconsiderwhatcomeslaterbeforeweguesswhatcomesnext.

Theworldhasneverbeenmoreuncertainaboutthefu-ture.It’smeasured:theWorldUncertaintyIndex(WUI)hastrackedthepercentoftheword“uncertain”inEconomistIntelligenceUnitcountryre-portssince2008.Sincethestartof2025,it’sclimbed481%tosurpass84,000.It’shigherthanitwasduringitspreviouspeakduringtheCOVID-19pandemic(57,000)andafarcryfromthelowof9,000inJuly2008.

There’slittledoubtaboutthesingulardriverofthatun-certainty:tariffs.AnewUSeconomicpolicyregimehasquicklytransformedlong-heldfreetradecorridorsintofee-ladenchannels.Beyondtariffs,thereisincreasingconflictaroundtheworldandamountingriftbetweentheeastandthewest.Afterdecadesofcraftingsupplychainsinarelativelystableglobalorder,organizationsarenowcontemplatingde-globalizationandfinancialmarketvolatility.

Our“deglobalizationun-certainty”themewillexam-inehowtheserecentgeopoliti-calshiftshavesentshockwavesthroughorganizations,dis-ruptingtheirsupplychainsandcallingintoquestiontheapproachorganizationstaketomanagerisk.

Atthesametime,emergingtechnologyisdisruptingorga-nizationsfasterthanever.AIisleadingtheway.Lastyear,Info-TechpredictedthatAIwouldmakethejumpfromanemergingtechnologytoatransformativetechnologyonourindex.Thisindicatesthatmostorganizationsarealreadyinvestedinthetechnologyandthatinvestmentcontinuestogrow.OurFutureofIT2026surveydataconfirmsthepre-dictionwasaccurate,withourcurrentinvestmentindexforAIormachinelearningclimb-ingfrom-3to64,withagrowthrateof80.GenerativeAIisthemostpopularvarietyofAIforcurrentinvestments,withtheneweragenticAIshowingfastgrowthasanemergingtech-nology.

Our“guidedintelligentau-tonomy”themewillexaminetrendstrackingtheevolutionofAIasitbecomesentrenchedintheenterprisetechstackandisgivenmoreagencytoautonomizeprocesses.We’llexaminetheopportunitiesto

restructurebusinessmodelsandtherisksthatcouldfoilthepromiseofautonomousandabundantintelligence.

Tobolstertheirorganiza-tionsagainstexponentialun-certainty,ITmustharnessthenewcapabilitiesofemergingtechnology.ButanITdepart-ment’sabilitytodeliveroncreatingvaluefromemergingtechnologiesisdependentonitsmaturitylevel.Onlyaboutone-quarterofITdepartmentsidentifythemselvesasinno-vators,butoutofthatgroup,46%saytheyareconfidentITcancreateexponentialvaluefromemergingtechnology.AbitmorethanhalfofITdepart-mentsdescribethemselvesasaverage–eitherastrustedoperatorsorasbusinesspart-ners–andofthatgroup,35%areconfidenttheycandeliverexponentialvalue.

Our“ExponentialIT”themewillexaminethereshapingofIT’sroleinthefaceofuncer-taintyandrapidtechnologicaltransformation.Itpaintsapic-tureofanITfunctionthat’sanintegratedenablerofinnovativecapabilities,orchestratingplat-formsthatarepurpose-craftedtoorganizationalstrategy.

Thatvisionmightseemlikealongjourneyfromtheuncertaintyofnow.Buttogetfromnowtonext,youmustconsiderwhatcomeslater.

TECHTRENDS2026

Info-TechResearchGroup

Thatvisionmightseemlikealongjourneyfromtheuncertaintyofnow.Buttogetfromnowtonext,youmustconsiderwhatcomeslater.

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Fromglobalmarkettomultipolaruncertainty

RESILIENTSUPPLYCHAINSOURCING/16

Shiftingfromlow-frictionglobalsourcingtoadaptable,diversified,andreliablesupplyformaterialsandtechnology.

INTEGRATEDORGANIZATIONALRESILIENCE/30

MovingbeyondITriskmanagementtoanintegratedenterpriseapproachthatproactivelyrespondstorisk.

MAKETHELEAPFROMNOWTO

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Fromdigitaltoolstoguidedintelligentautonomy

MULTI-AGENTORCHESTRATION/44

Evolvingfromindividualtask-basedagentstocoordinatedecosystemsofagentsinpursuitofasharedgoal.

SMARTSENSINGNETWORKS/56

IoTisbecomingmoresophisticatedwiththeconvergenceofadvancedsensorsandedgeAIenablingreal-timeautonomy.

AIASADVERSARYANDALLY/68

AIisalreadyescalatingthecyberarmsracebetweencriminalsandorganizations,augmentingbothattacksanddefenses.ButorganizationsmustconsiderwhetherAIitselfisathreat.

Fromback-officeoperatortoExponentialIT

FEDERATEDDATAGOVERNANCE/82

Overcomingpoordataqualitywithadomain-baseddecentralizedownershiparchitecturethatcanbeautomated.

PURPOSE-BUILTPLATFORMS/96

Approachingmoderninfrastructureinawaythat’sexplicitlytailoredforspecificbusinessgoals,ratherthanrelyingoncommoditysolutions.

SERVICEASSOFTWARE/110

Insteadofpayingforaccesstocloud-deliveredsoftware,enterprisesarepayingforsoftwarethatdeliversoutcomesthroughAIautomationandintegration.

67

89

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TechnologyInvestmentIndex

AIGRADUATESTOTRANSFORMATIONALTECHNOLOGY

L

astyearweforecastthebreakthroughofAItechnologyfromouremergingquad-rantintothetransformativequadrant,andwewereright.Overall,AIranksclosetocloudcomputingandcybersecurity

solutionsasatechnologythatmostorganizationshavenowinvestedinandcontinuetoinvestin.

WebrokedowntheAIcategorythisyeartoexaminemoredetailsaboutinvestmenttrends.GenerativeAIisthefastestgrowingareaofAIinvestmentandisaboutequalwithtraditionalAIforcurrentlevelsofinvestment.AgenticAI,anewervariety,lagsbe-hindintermsofadoptioncomparedtoothers.ButifyoucomparewhereagenticAIisdebutingonthisindextogenerativeAIjustthreeyearsago,it’sstart-ingoffwithamuchhigherrateofadoptionandispositionedforrapidgrowth.PhysicalAI–orAIthatallowsself-drivingcarsandautonomousrobotstointeractintheworld–ismorenascent,startinginthenichequadrant.

OTHERNOTABLESHIFTSONTHEINDEX:

…ifyoucomparewhereagenticAIis

debutingonthisindextogenerativeAI

justthreeyearsago,it’sstartingoffwith

•Quantumcomputingsawthelargestyear-over-yearchangeingrowth.Itremainsinthenichequadrant,butitshowsalotofmomentumwithbothcurrentinvestmentandinvestmentintent.

amuchhigherrateofadoptionandis

•Businessprocessautomationalsoshowedsignifi-cantgrowth,perhapsinpartdrivenbyAI’scontri-butiontothisfield.

positionedforrapidgrowth.

•Manymorefirmsareinvestinginhardwaretoac-celerateAItrainingorinference,withfourintenorganizationssayingthey’reinvestedalreadyandanotherfourintensayingtheyintendtoinvestinthefuture.

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TECHNOLOGYINVESTMENTINDEX2026(N=525)

TECHNOLOGIESCURRENTINVESTMENTGROWTHRATE

CURRENTINVESTMENT

01AIorMachineLearning64%●80%.

100

01

02

18

06

05

0703

19

09

17

08

12

16

14

20

13

15

10

11

04

02BusinessProcessAutomation(RPA/IPA)49%70%

80

03CybersecuritySolutions85%●77%●

04Blockchain-16%-4%

60

05CloudComputing80%●83%.

40

06DataManagementSolutions71%●76%.

07IntegrationTechnologies(APIs)77%●75%●

GROWTHRATE

20

08No-Code/Low-CodePlatforms45%●57%.

0%

09CI/CDTools34%50%

10PrivateCellular(LTEor5G)37%●11%

-20

11On-PremisesServers/Compute72%●0%

-40

12IoT40%●41%●

13Robotics/Drones8%22%

-60

14QuantumComputing-21%-3%

-80

15MixedReality(AR/VR)-7%12%

-100

-100-80-60-40-20020406080100

11

16HardwaretoAccelerateAITraining/Inference-2%35%

17

TraditionalAI

67%

63%

18

GenerativeAI

69%

78%

19

AgenticAI

12%

65%

20

PhysicalAI(self-drivingcars,robots)

-40%

-7%

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METHODOLOGY

nfo-Tech’sTechTrends2026reportisbasedontheresultsofitsFutureofIT2026survey,conductedinMayandJune2025.Theonlinesurveyreceived738responsesfromITdecision-makers.Eachdatapointincludedinthereportwillspecifythesamplesizereceivedforthespecificquestionorrespondentgroup.ExpertinterviewswerealsoconductedbetweenMayand

I

July2025andprovideadditionalcontexttothetrendsaswellasspecificcasestudyexamplesofhoworganizationsarerespondingtothem.Viewtheexpertcontributorssectiontoseeacompletelistofexternalcontributors.Inaddition,theFutureofITsurveyandTechTrends2026reportweredevelopedthroughdiscussionswithmanyInfo-Techresearchadvisors,practiceleads,executives,workshopfacilitators,andexecutivecounselors.FurtherfirmographiccontextontheFutureofIT2025surveyresultsprovidedhere.

Inwhichcountryorregionisyourorganization’sprimaryheadquarters?(n=690)

Count

%

UnitedStates

364

52.80%

Canada

206

29.90%

Australia

54

7.80%

Africa

13

1.90%

Asia

11

1.60%

12

13

Pleaseestimatethetotalheadcountofyourentireorganization.(n=690)

Count

%

251-1,000

256

37.10%

1,001-2,500

124

18.00%

50-250

112

16.20%

2,501-5000

91

13.20%

Morethan5,000

89

12.90%

WhatbestdescribesyourcurrentlevelofITmaturity?(n=525)

Count

%

ITisabusiness/organizationpartner

166

31.60%

ITisatrustedoperator

150

28.60%

ITisaninnovator

139

26.50%

ITactsasfirefighter

64

12.20%

ITisunstable

6

1.10%

Throughoutthereport,we’llcompare

howinnovatorsrespondedonthesurvey

toan“Average”group.

Inthiscase,

we’llconsideracombination

oftherespondentsinthe“trustedoperator”

and“business/organizationpartner”

categoriestobe“Average.”

WHATISYOURORGANIZATION’SPRIMARYINDUSTRY?(N=690)

Choice

Count

%

Government(State)

83

12.0

FinancialServices

67

9.7

Professional&TechnologyServices

66

9.5

Government(Local/Municipal/County)

59

8.5

Manufacturing(DurableGoods)

57

8.2

Education(HigherEd.)

54

7.8

Other

45

6.5

Education(K-12)

42

6.1

Insurance

38

5.5

Manufacturing(Non-DurableGoods)

33

4.8

Government(Federal)

26

3.8

Utilities

24

3.5

HealthcareDelivery

21

3.0

Government(Provincial)

17

2.5

ProfessionalAssociations&Non-Profits

16

2.3

Transportation&Logistics

11

1.6

Oil&GasOperations

10

1.5

Retail

8

1.2

Casinos,Gambling&Lottery

4

0.6

Construction

3

0.4

Hotels,Resorts&Hospitality

3

0.4

SportsEntertainment

3

0.4

HealthcareInsurance

2

0.3

TECHTRENDS2026

Info-TechResearchGroup

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ResilientSupplyChainSou[cing

Newriskscausedbygeopoliticalshiftsand

increasinglypowerfullargecorporationsarecreatingdriversfororganizationstoshiftawayfromagloballysourcedsupplychain.Wheresourcingwasprimarilymotivatedbypricesensitivitybefore,there’snowa

16

shifttowardresilience.

17

18

Enterpriseresourceandsupplychains

wereputunderstrainduringthe

pandemic,but2025addednewand

differentstrainstocontendwith.

W

hereavailabili-tyandlowcostswerethedom-inantconsid-

erationsforboththephysicalanddigitalsupplychainspre-viously,organizationsarenowconsideringabroadergeopo-liticalpictureandtheramifica-tionsofvendorentrenchment.

Pressuresacrossmultiplefrontsarethreateningtocrackopentheprotectivestructureofexistingsupplychains:

TARIFFS

US-introducedtariffpoliciescouldincreasehardwarecostsbetween9%and45%ifthey’reinplaceforthelongterm(IDC,2025).Manufacturerspassonthecostoftariffstocustom-ersandimpactITbudgets.Theuncertaintyofwhattariffsareinplaceandwhethertheywillremaininplacelongtermalsocreatesunpredictabilityaroundquotesforprocure-

ment.WiththeglobalsupplyofsemiconductorsdependentonTaiwan’sproduction,avoid-ingcostincreasesfromtariffsisunlikely.

GEOPOLITICALTENSIONS

Asidefromtariffs,risingten-sionsbetweendifferentre-gionsisdrivingabiggerwedgeintradeconnections.Supplychainsarebecomingmorere-orientedaroundsharedvaluesandsecurityinterests.WithICTspecifically,westerncountriesareblockingChinese-mademanufacturersfrompartici-patingininfrastructureproj-ects.Forexample,theUSFederalCommunicationsCom-missiondesignatedbothHua-weiandZTEasnationalsecuri-tythreatsduetoclosetieswiththeChineseCommunistPar-ty(FCC,2020).Morerecently,TikTokhasbeenthesubjectofregulatoryscrutinyintheUSandCanadabecauseofitsChi-

neseownershipandthemobileapp’scollectionofsensitivedata(uOttawa,2025).

VENDORRISKS

Technologyvendorcontractshavetendedtowardasub-scriptionmodelthatallowsenterprisestoleveragetheiroperatingbudgetsinsteadofmakingcapitalinvestments,especiallysincethecloudcom-putingerabegan.Negotiatingwithvendorsonapriceperuserpermonthisthestandard,butenterprisesriskbecom-inglockedintoplatformsandbeingpronetosteepvendorpricehikes.Further,enterpris-eshaveseentheriskof“supplychainattacks”onverylargevendorsthatcatertomillionsofcustomers.Eveninternalerrorscanresultinoutagesforclientswithmanynegativedownstreameffects.

DISRUPTIONFROM

EMERGINGTECHNOLOGY

Dependenceonlargevendorsfortechnologyplatformsiscreatingrisksfororganizationspronetothecyberattacksandself-inflictedoutagesoftheirthird-partypartners.ArecentexamplewasamajorcloudserviceoutagewithGoogleCloudonJune12,2025,thatspiraledouttoaffectinternetservicesincludingCloud-flare,Spotify,Twitch,Snapchat,andDiscord(TheVerge,2025).AI-drivenattacksarealsobecomingmorecommonplaceandmorediffi-culttodetect,fromconstructingfakevendoremailstodeepfakevoicemailsthatsoundlikeacompanyexecutive(Supply&DemandChainExecutive,2025).

INCREASEDREGULATORYCOMPLEXITY

There’smoreregulatoryvariationindifferent jurisdictionsaroundtheworld,inparticular aroundenvironmental,social,andgovernance (ESG)considerations.Manufacturersarebe- ingheldaccountablefortheirproduct’sentire lifecycleinsomeregions.Otherregionsrequire detailedcarbonemissionsreporting,including“scope3”emissionsfromtheirsupplychain.Anewwaveofhumanrightsduediligencelawsin theEUandtheUSputpressureoncompaniestoprovenoforcedlaborisinvolvedintheirsupply chains(Inspectorio,2025).

Towhatdegreeorganizationscanbringtheirsupplychainsclosertohomeoraltervendorrelationshipsisuncertain.Buttheneedforsupplychainmanagement that’smoreholistic,proactive,andadaptiveisclear.

TECHTRENDS2026

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SIGNALS

D

espiteayearofupheavalintradeduetonewUS-introducedtariffsandothergeopoliticalturmoil,overallITorgani-zationsarenotmoreconcernedabout

disruptionfromgovernment-enactedregulato-rychanges.Thissuggestsadisconnectwithbusi-nessexecutives,as95%citetariffsasaprimarydisruptor,leadingtoshiftsinsourcing(Inspec-torio,2025).

Infact,onaverage,organizationsratedthatdisruptionfactorasslightlylower(3.23)com-paredtolastyear’ssurvey(3.35).GovernmentregulationswereconsideredlessdisruptivethanAIorotheremergingtechnologies(3.42)andcy-bersecurityincidents(3.27).Buttheyaremoredisruptivethanthetalentshortage(3.17)ormis-informationanddisinformation(2.9)(n=525).

Here’showITmaturityshapedhoworgani-zationsviewdisruption:

INNOVATORS(n=125)

•Overall,innovatorshaveaheightenedexpec-tationofdisruptionacrossallfactorscom-paredtotheaverageITdepartment.

•Notably,innovatorsaremoresignificantlyconcernedaboutmisinformationandclimate/environment/healththantheaverage.

•Innovatorsareabouttwiceaslikelyastheav-eragetoexclusivelyusesovereignAImodels(59%vs.31%).ButtheyarealsomorelikelytosaytheyuseforeignAIaswell(28%usefor-eignandsovereignAIcomparedto17%oftheaverage).

•Whenitcomestothebiggestareasofriskwithcriticalvendors,innovatorsaremostconcernedaboutunanticipatedincreasesinlicensingandrenewalcosts(68%)andvendorroadmapalignment(63%)thansupplychainattacks(17%)orlogisticaldisruption(20%)(n=87).

Innovatorshavea

heightenedexpectationofdisruptionacrossallfactorscomparedtotheaverageITdepartment.

AVERAGE(n=249)

•Rankcybersecurityincidentsasrelativelyhighercomparedtootherdisruptivefactors,placingitsecondafterAIandemergingtech.(Innovatorsrankitfifthoverall.)

•Rankgovernment-enactedregulatorychangeabovethetalentshortage,whileinnovatorsre-versethoserankings.

•OneinsixsaytheyhavenoimmediateplansfortheadoptionofsovereignAImodels.Noinnovatorsdescribetheirpositioninthisway.

•Whenconsideringriskwithcriticalvendors,averagedepartmentsarealsomostconcernedwithunanticipatedpriceincreases(58%)butlessconcernedwithstrategicroadmaps(33%).Theyfretovercompliance,security,andpriva-cyconcernsinstead(50%)andlessaboutven-dorquality(n=112).

TECHTRENDS2026

Info-TechResearchGroup

2021

22

OPPORTUNITIES

ARATIONALIZEDITENVIRONMENT

ITdepartmentscanincreaseorganizationalresiliencebyrearchitectingtheirsolutionstobecomponent-basedandre-usable.Gettingawayfromfrag-mentedsolutionsthatsolvedifferentfunctionalproblemswillsimplifyITandreducecosts.ITwilllessoftenbuilditsownsolutionsandinsteadseektoassemblereuseablecompo-nentsprovidedbyfewerven-dorsthatcanofferend-to-endecosystems.ThiswillhelpITorganizationsavoidaccruingmoretechnicaldebt.“Buildingistheeasypart,they’vefound,butthenit’sthesupportability,themaintenance,theupdatingfromasecurityandresiliencystandpointthatmakesitreal-ly,reallyhardforthesebusi-nessestokeepupasthey’vedonesomeofthathomegrowndevelopment,”saysStuBrad-ley,sr.vicepresident,risk,fraudandcompliancesolu-tions,SAS.Withlesstimespentonmanagingtechnicaldebt,ITdepartmentscanfo-cusonsolutionsthathelpdif-ferentiatetheirorganizations,suchascustomizingAIwithorganizationaldata.

AVOIDTARIFFUNCERTAINTY

Resilientsupplychainscanmitigatethepriceincreasesanduncertainnatureoftariffsthroughaseriesoftactics:

•Strategicallytimepurchas-esandcontractrenewalstoavoidpeakprices.

•Extendlifecycleofexistingdevicesandavoidrefreshingathighcosts.Bulkpurchasetogetabetterpriceperunit,hopefullyatatimewhenmar-ketconditionsfavorthebuyer.

•Shiftsourcestodomesticor

nearshorelocationswherepossibletoreducetariffexpo-sureandgetbetterlong-termpricepredictability(AIMMS,2025).

THRIVEINVOLATILITY

Organizationsthatcanin-creasesupplychainagilityandintegrateESGconsiderationscanpositionthemselvesasleaders,future-proofingsup-plychainsforfutureupheav-alswhileavoidingthenegativeeffectsofthecurrentscenario.Consumersareincreasinglydemandingmoretransparencyfromorganizationsintermsoftheirethicalandenvironmen-tallyfriendlyoperations.ITcanprovidetraceabilitytoolsthatanchorbrandcredibilitytoprovabledataandhelptheorganizationstandoutfromthecompetition.Byacceptinglessoptimalnear-termcostsintheirsupplychains,orga-nizationsaresettingupforlonger-termsustainability(In-spectorio,2025).

Withlesstimespentonmanaging

technicaldebt,ITdepartmentscanfocus

onsolutionsthathelpdifferentiate

theirorganizations.

RISKS

HIGHERSPENDING

MorethanhalfofITdepartmentsexpecttoin-creasespendingbetween1%and10%in2026,andalmostone-quarterexpecttoincreasespendingbymorethan10%,accordingtotheFutureofITSurvey2025.It’sagoodthing,becausehighercostsarelikely.Evenfirmsthatavoidtariffsbyshiftingsourcinglocationsin-marketwilllikelyfaceincreasedcostsinthenearterm,asdomes-ticsuppliersarelikelytohavehigherprices.Piv-otingsupplychainsourcescanalsoincurmorelogisticsexpensesandtransitionalpain.

AUDITFATIGUE

Organizationsseekingtobuildsupplychainre-siliencebyshiftingoperationsorsourcingtodif-ferentregionsmayfindthecomplexityofcom-pliancemoreburdensomethantheycankeepupwith.Commitmentstoethicalsourcingandenvironmentalstandardswillrequirestringenttraceabilitydeployedthroughthesupplychainthatisaboveandbeyondwhatmostorganiza-tionsarecapableoftoday.It’snowonderoneinfiveexecutivesworrythat“regulatoryoverhead”willdivertresourcesfromtryingtoimprovetheirbusinesses(Inspectorio,2025).

COMPETITIVEDISADVANTAGE

Withmorebarriersformingarounddifferentmarkets,organizationsmayfindtheyareatacompetitivedisadvantagecomparedtocompa-niesontheothersideofthatbarrier.Certainkeygoodsaren’twidelyavailablefromdifferentmarkets,includingsemiconductorsmadeinTai-wanorrareearthelementsminedinChina.Atthesametime,organizationsmaybedivertinginvestmentawayfrominnovationandresearchanddevelopmenttorestructuretheirsupplychains.

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CASESTUDY

CALLINGFORSOVEREIGNAI

Governmentsaroundtheworldaremakingef-fortstofosterhomegrownAImodelstoprotecteconomicandsecuritysovereigninterests.Do-mestictelcosaregettinginvolvedinprovidingthecomputeinfrastructureandservicestowardtheeffort:

•InCanada,BellCanada’sBellAIFabricprojectcommitstoconstruct500MWofhydroelec-tric-powered(arenewableenergy)AIcom-putecapacityacrosssixdatacenters.Telusisbuildingtwo“SovereignAIFactories”inBCandQuebec,featuringNVIDIA-poweredsupercom-puters.ItplanstoprovideGPU-as-a-servicetoenterprisesthroughitsFueliXGenAIplatform.

•InEurope,Orangeplanstooffer“sovereign-ty-as-a-service”andprovidecustomerscontrolovertheirdataresidency,ethicalaspectsofLLMs,andecosystempartners.DeutscheTele-komoffersGPU-as-a-servicefeaturingNVID-IAH100TensorCoreprocessorsfromitsdatacentersinGermany,theNetherlands,andSwit-zerland.FastWeb+Vodafoneoffersitsownlo-callanguagemodel,FastwebMI