2026年全球技术报告-引领智能时代：致胜当下 定义未来（英文版）-

KPMG

Globaltech

report2026KPMG.MaketheDifference.KPMGInternational|Leading

inthe

IntelligenceAge:Excellingtoday,shapingtomorrow03ForewordAboutthe

research

Meetingthe24LuminaryspotlightConclusionand

key

recommendations

Buildingadaptive

Thefoundations

forthe

nextwave

Contents©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|2

Realizingvaluefrom

tech

investmentstrategiesamid

continualdisruptionchallengeofthe

Intelligence

Age040620261511ForewordWestandatthethresholdofthe

IntelligenceAge,aperioddefined

byan

unprecedented

pace

of

innovation

and

profound

uncertainty,wheretechnologyis

no

longerjustatool,butaforce

reshapingtheveryfabricof

businessand

society.Artificial

Intelligence

(AI)

is

rewritingthe

rules

of

competition,quantumbreakthroughs

loomonthehorizon,andgeopolitical

uncertainty

adds

another

layer

of

complexity.The

forces

shaping

our

worldare

leavingorganizationsandindividualsgrapplingwithwhatcomes

next.

Predictions

rangefromdystopianvisions

of

ajoblessfutureand

ashare

marketimplosiontodismissalsofAIasmere

hype.Amidthis

dissonance,

reasoned

analysis

is

important.This

reportcutsthroughthespeculation

bygrounding

insights

indatacollectedfrom2,500techexecutivesworldwide.

Our

research

showsthatorganizationsare

moving

beyondtheearly

phase

of‘AI

roulette’,

placingscattered

betson

multipletechnologies,andare

now

embedding

AI

into

workflows

and

offerings,striving

toscale

investments.Yet,scaling

iscomplex.Consistentwithour

last

report,

technical

debt,

organizationalsilos,andtalentshortages

remainstubborn

barriers.Despitethesechallenges,optimism

runs

high.

Halfoftech

executives

expectto

reachtop

maturity

by2026,

butonly

11

percentare

theretoday.

Inthis

reportweexplore

ifambitioncan

match

reality

andwhether

in

paralleltodeliveringontoday’sagenda,

organizations

can

maintainaneyeonthe

next

wave

of

tech

innovation.The

returnon

investment

(ROI)

picture

isequally

nuanced.Adoptionis

rapid,but

returnsvarywidely,shapedbyfactorsthat

include

diligent

governance,executiondiscipline,andorganizationalagility.Against

this

backdrop,static

planning

is

becomingobsolete.Tothrive,organizations

needadaptivestrategiesthatembraceflexibilityand

speed.Guy

HollandGlobal

Leader,CIO

Center

of

Excellence

KPMG

InternationalGuy

Holland

istheglobal

leaderof

KPMG

International’s

CIO

Centerof

Excellence,a

board

memberof

KPMGAustralia,and

he

leads

KPMG

Australia’s

Commercial

Office.

Guy’scareer

intechnologyspansover30yearsand

he

hasworked

insenior

leadership

rolesforglobal

consulting

and

technologycompanies

in

EuropeandASPAC.Workingwithsenior

businessleadersand

C-suiteexecutives,

he

helpsorganizationsacrossa

wide

range

of

industriesto

harnesstechnologyanddatatotransform,

innovate

and

create

businessadvantage.Buildingaculturethatwelcomeschange

is

critical,though

fearsaboutjobsecurity

persist.

Encouragingly,

mostorganizationsanticipateonly

modest

reductions

in

permanent

human

rolesoverthe

next2years,and

high

performersemphasize

investing

in

people

alongsideAI

innovation.

Despitesomeextreme

predictions,

perhapsthere

is

hopeforafuturewheretechnologyaugments

ratherthanreplaces

human

potential.Asyou

readthis

report,

Iencourageyouto

reflectonthe

question:

Canwethriveamiddisruption?Theanswer

I

believe

lies

in

rejectinghype,embracingevidence,andcommittingto

strategiesthat

balanceambitionwith

rationalthinking.©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|3Buildingadaptivestrategiesamidcontinual

disruptionMeetingthechallenge

ofthe

IntelligenceAgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAbouttheresearchLuminary

spotlightForewordAbout

the

researchThisstudy

is

basedon

a

survey

of:2,500tech

executives

from

27

countriesThisisour2026

KPMGGlobaltechreport.

Research

was

conducted

in

2025,

but

with

the

rate

of

technological

advancement

rapidly

increasing,

we

have

expanded

the

view

of

the

reportfromobserving

recentprogresstoexploringpredictions

for

2026

and

beyond.31%FinancialServices11%Technologyandtelecom10%Consumerand

retail10%Industrial

manufacturing10%Healthcareand

life

sciences10%Energy10%Automotive8%GovernmentThetechexecutivesare

representativesfromeight

industries:automotive,consumerand

retail,energy,financialservices,government,

healthcareand

lifesciences,

industrial

manufacturing,

andtechand

telecom.43%Europe,

Middle

East

andAfrica

(EMEA)©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|429%Asia-Pacific

(ASPAC)28%AmericasBuildingadaptivestrategiesamidcontinual

disruptionMeetingthechallenge

ofthe

IntelligenceAgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAboutthe

researchLuminary

spotlightForewordThisreportincludesvaluable

insightsfrom

interviews

with

eight

seniorcorporate

leadersandprofessionals.Theseparticipantswere:Dean

BortzDirector,AI

Go-To-Market,

GoogleRohitGuptaFounderand

CEO,Auditoria.AIZack

KassGlobalAIadvisor,thought

leader,andformer

Headof

Go-To-Market,

OpenAIPhil

MottramExecutive

Vice

Presidentand

Chief

Sales

Officer,

HPESeth

PattonGeneral

Manager,

Product

Marketing,

Microsoft365CopilotNoelle

RussellAISolutionsArchitectandStrategicAdvisor,

CEO,

AI

Leadership

InstituteUmeshSachdevCo-founderand

CEO,

UniphoreJenny

WoodGroupChief

Information

Officer,Skipton

GroupMeet

the

highperformersInour

research,there

isagroupof

organizations

that

consistently

outperform.Represented

byjustfive

percentofthetechexecutiveswesurveyed,

they

stand

out

for

theiradvanced

implementationacrosscoretechnologies,

matureoperational

practicesandabilitytogeneratesignificant

returnsontheir

digital

tech

investments.Thisyear,wedefine

high

performers

usingthree

keydimensions:Tech

maturityInoneofthetoptwo

maturitystages

in

at

leastfive

of

the

10

technology

categories

measuredProcess

maturityAtthe

highest

levelof

maturity

inat

leastfiveofthe

10technology

functions

measuredValueReporteda200

percentor

more

returnon

investment

relatedto

digitaltechnologies1Thebreakdown

ofrespondentsis

asfollows:50%Members

of

theC-suite10%Vice

President31%Director©2026Copyrightownedbyoneor

moreofthe

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International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|5investment

(ROI)achieved

inthe

pastyear,answeringwithin

monetary

ranges.

ROIwasdefinedas

direct

revenues

aswellascostsavings,efficiencygains,

productivity

improvements

and

reductions

in

risk.This

refers

to

historical

benefitsoverthepast

12

monthsandexcludesany

future

expected

benefits.9%Senior

ManagerAnnual

revenuesforallorganizations

inoursurvey

are

above

US$100

million.1

Respondentsestimatedtheirorganizations’typicalannual

investments

indigital

technologies

and

the

return

onBuildingadaptivestrategiesamidcontinual

disruptionMeetingthechallenge

ofthe

IntelligenceAgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAboutthe

researchLuminary

spotlightForewordMeeting

thechallenge

of

theIntelligence

Age©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|6Buildingadaptivestrategiesamidcontinual

disruptionMeetingthechallengeof

the

Intelligence

AgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAbouttheresearchLuminary

spotlightForewordOverall1Dataand

analytics

CybersecurityAIand

automation2

EdgecomputingWeb33Advancedsimulation/

digitaltwins

Modern

delivery4XaaStechnologies5VR/AR/XR/Spatial

computingPost-quantum

cryptography

11%36%

32%8%7%6%

11%

46%

30%7%5%

1%

18%39%30%7%5%

1%10%

42%35%6%7%

10%38%32%9%8%3%

10%38%31%9%8%4%

12%34%27%8%

8%11%

14%31%29%9%8%9%

10%34%

30%9%8%9%

10%32%34%

9%8%7%

9%

30%37%9%9%6%

Fullyscaledand

continually

evolvingour

approach

Strategy

isfundedandsupported,on

track

withscaling

up

Strategy

isfundedandsupported,

hittingblockswith

scaling

up Strategicvisionexists,limited

byexecutive

buy-in

orfunding

Strategybeing

designedandpilottesting

underway

Noactivefocus/aware

of

need

but

noactiontakenA

powerful

new

era

of

techThe

IntelligenceAge

isfueled

bytheexponentialaccelerationof

new

technologies.

Humansaregaining

notonly

unprecedentedaccesstoinformation,

butalsothetechnologythat

helpsthem

reason,decide

andactwith

speed,and

scale.Seth

Patton,

General

Manager,

Product

Marketing,

Microsoft365Copilot,saysthatthere

issimply

nocomparison

betweenthe

steadyevolutionoftheprintingpress,

photographyand

even

the

internet

withwhat

is

happeningtoday.

“Thedifferencethistime

istheacceleratedspeedwe’reseeing

inthe

mainstreamadoptionoftech

across

theboard,

in

people’s

personal

livesand

inthe

businessworld,”

hesays.Thisacceleration

isabundantlyclearwithAI.

Modelsare

updated

and

new

products

releasedcontinuously,andcapability

perdollarkeepsgrowing.Softwarecompaniesare

embeddingAI

agentsintoorganizational

platforms,whilesubscription-basedservicesare

makingadoptionofadvancedcapabilities

frictionless.Thisera

isdefined

notonly

bytechnological

advancement

but

bythe

unprecedentedopportunities

itcreatesfor

usto

reimaginewhat

technologycanachieveand

howwecan

collaborate

to

unlocknew

possibilities.Zack

Kass,globalAIadvisorand

former

Head

ofGo-To-Market,

OpenAI,says,

“Thefuturewill

not

bedefined

bywhat

machinescando.

Itwillbedefined

by

what

we

want

machines

todo.”The

IntelligenceAge

isalsoabout

mass

participation.As

Pattonobserves,thiserawill

move

usfrom

“centuriesofdemocratizinginformation

to

instead

democratizing

expertise.”Currentlevelsoftech

maturityAstech

leaders

navigatethe

IntelligenceAge,a

keychallenge

isreachingand

maintainingtech

maturity

inanever-changing

landscape.Figure

1showsour

respondents’

levelsof

maturityacross

10technologycategories,suchascybersecurity,XaaS,

or

data

andanalytics.Whenaveragedout,79

percentof

organizations

are

in

oneofthetopthree

maturity

stages.Acrossthecategories,ourresearchrevealedthat:•11

percentoforganizationsarefully

scaled

and

are

focusing

on

continuous

improvement.•

36

percent

havetheirstrategiesfundedandsupportedand

they

are

on

track

with

scaling

up.•

32

percent

havesecuredfundingfortheirstrategies,

buttheyare

facing

roadblocks

on

the

path

to

implementation.Thecategoriesthatwere

most

likelyto

befullyscaledwere

cybersecurity

at

18

percent,

and

modern

delivery

(includingAgile,

DevOps,

low-code/no-codeat

14

percent.)Figure

1:

Tech

maturity

in2025Howwouldyoudescribe

yourorganization’smaturitytodayineach

ofthe

followingareas?1.Averageacrossalltechnologyareasfor2025;

2.

Includes

generativeAI

and

agenticAI;

3.

Includes

blockchain

and

tokenization;

4.

IncludesAgile,

DevOpsand

low-code/no-code;

5.

Includes

publiccloudor

multi-cloud©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|7Buildingadaptivestrategiesamidcontinual

disruptionMeetingthechallengeof

the

Intelligence

AgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAbouttheresearchLuminary

spotlightForewordAs

Figure3shows,the

majority

(62

percent)oforganizations

believe

theywill

improve

byone

maturity

level

in2026,21

percent

believetheywill

retaintheircurrent

maturity

level,and

17

percent

believethey

will

move

up

byat

leasttwo

maturity

levels.Whiletheseambitious

projectionsareencouraging,they

raisethequestion:

Canorganizations

realisticallyachievesuchsignificantadvancements

injust

1year?Theanswerwilldependontheir

ability

toovercomea

numberof

key

execution

challenges.Figure3:Anticipated

change

in

tech

maturity

—

2025to2026Howwouldyoudescribe

yourorganization’sposition

in2025andin

12months’time?(Averageacross

the10technologies)The

number

of

organizations

in

one

of

the

top

three

maturity

stagesrises

to93

percent

when

respondents

describe

their

maturityexpectations

in

12

months’time.This

growth

is

even

greater

whenconsidering

just

the

top

two

maturity

stages

(from

47

percentto

83

percent).Ambitious

leaps

intech

maturityareexpected

by

manyorganizationsin

2026.

Figure

2

showsthatacrossthe

10technologies

measured,

50

percent

of

respondents

expect

to

reach

the

top

stage

of

maturitybythe

endof

2026,

despiteonly

11

percent

ratingthemselves

atthat

leveltoday.Figure2:

Leveloftech

maturitytodayand

predictionsfor

2026Howwouldyoudescribe

yourorganization’sposition

in2025andin12months’time?(Averageshown

across

the10technologies)

o2025

o

2026

(predicted)No

activefocusAwareof

needbut

noactiontakenyetStrategy

being

designedand

pilot

testing

underwayStrategicvisionexists,

limited

byexecutive

buy-inorfundingStrategy

isfundedandsupported,hitting

blocks

withscaling

upStrategy

isfundedandsupported,on

track

withscaling

upFullyscaled

and

continuallyevolving

our

approach36%33%11%©2026Copyrightownedbyoneor

moreofthe

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International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|8Preparingforaleapintechmaturity4%Increase

of

3

maturity

levels12%Increase

of

2

maturity

levels62%Increase

of

1

maturitylevel1%Increase

of

4

maturity

levelsBuildingadaptivestrategiesamidcontinual

disruptionMeetingthechallengeof

the

Intelligence

AgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendations32%10%21%No

changeThefoundations

for

the

next

wavePercent

of

organizations

(%)AbouttheresearchLuminary

spotlight8%4%7%2%5%1%Foreword50%1%ManagingskillsshortagesandtechdebtBringingambitioustech

maturity

plansto

life

requiresthe

rightskills

withintheorganization,and

inthisarea,there

are

some

hurdles

toovercome.Justover

halfoforganizationssurveyed

(53

percent)

stilllackthetalent

neededto

bringtheirdigitaltransformation

plansto

life.

Skillgapsthatwere

manageableduring

pilot

phases

posea

greaterriskasorganizations

movetofull-scale

implementation.Further,as

highlighted

inour

last

report,

inthe

pursuitof

speed,earliertrade-offsarestillcatching

upwith

organizations,

creatingtechdebt.The

majority

(69

percent)oftechexecutives

say

that

intryingto

movefastand

keepcostsdown,their

tech

programs

make

trade-offs

inareas

likesecurity,scalability,and

data

standardization.The

majority

(63

percent)agreethatthecostoffixing

tech

debt

is

holding

backtheir

progresswith

new

initiatives.The

resultsalso

indicatethatsomeorganizations

risk

underestimatingthethreatoftechdebt.

Forexample,

thosewho

say

the

cost

offixing

tech

debt

frequently

prevents

them

from

investing

in

new

techprogramsexpectto

make

bigger

leapsforward

intech

maturity

inthe

next

12

months,comparedtothosewhosaythis

hardly

ever,

or

never,occursat

their

organization.ShiftingfromexperimentationtoscaleKeepingastepahead

inthe

IntelligenceAgealso

means

accelerating

AIadoption.

Inour

last

report,AIadoptionwas

primarilyfocused

onenablingexperimentationwithgenerictools.

Now,thechallenge

isscaling

it.However,as

Figure4

shows,there

has

beena

7-percentage-pointdecline

comparedtoour

previoussurvey

in

the

share

oforganizations

successfully

deployingAI

use

cases

into

production

at

scaleand

realizing

ROIacross

multiple

use

cases.

Despitethissetback,

many

tech

executives

continue

to

forecast

exponentialgains

in

AI

maturity:

Sixty-eight

percent

expect

to

reach

the

highestlevelofAI

adoption

by

the

end

of

2026.Findingsindicatesignificantoptimism

on

AIInour

survey,ofearlyadopters

andofslowfollowersexpecttoscaleAI

into

productionandachieve

ROIacross

multiple

use

cases

by2026.24%31%68%50%43%29%21%3%69%65%Figure4:OrganizationsexpecttheirAIadoption

maturityto

rapidlyadvance

in

2026Whichofthe

followingbestdescribes

yourcurrentlevelof

AIadoption,and

wheredo

youexpectitto

be

in12months’

time?©2026Copyrightownedbyoneor

moreofthe

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International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMGGlobaltech

report

2026|9

Strategic

investment

incorebusiness

capabilities,

someAI

usecasesrunningactivelyacross

the

organizationthatarereturningbusinessvalue

MultipleAIproof-of-concept

testsrunning,

limitednumberofad

hoc

use

cases

inproduction,

but

ROI

not

achievedyet

Innovatinganddeploying

AI

usecases

intoproductionat

scale,

delivering

ROIacross

multiple

usecases

Limitednumber

ofAI

proof-of-concepttestsrunning,

some

usecases

identified2024

2025

2026Buildingadaptivestrategiesamidcontinual

disruptionMeetingthechallengeof

the

Intelligence

AgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

wave6%

5%AbouttheresearchLuminary

spotlight(predicted)Foreword20%How

to

emulate

the

high

performersAvoid

compromising

on

core

investmentsInnovate

while

maintaining

strong

cost

management

disciplineAddress

issues

withtech

debt8percentof

highperformers

saythe

cost

of

fixingtech

debt

frequently

prevents

them

from

makinginvestments

in

newtechprograms,comparedwith

45

percentofthe

rest.Thetip

here

isto

invest

inresolving

underlyingtechdebt,thereby

loweringspendingon

maintenanceand

movingforwardwithinvestmentsthatdeliver

maturity

improvements.30percentof

high

performers

reportthat

intryingto

movefastand

keepcosts

down,theirtech

programscompromiseonareas

like

security,

scalability,anddatastandardization,

versus71

percentof

the

rest.6percent

of

high

performers

report

they

frequentlymissopportunitiesto

invest

more

in

newandemergingtechnologiesduetocost

pressures,

ortechdebt,comparedto44

percentof

the

rest.©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMG

Globaltech

report2026|10Buildingadaptivestrategiesamidcontinual

disruptionMeetingthechallengeof

the

Intelligence

AgeRealizingvaluefrom

tech

investmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAbouttheresearchLuminary

spotlight本报告来源于三个皮匠报告站（）,由用户Id:349461下载,文档Id:1079726,下载日期:2026-01-28ForewordRealizing

valuefrom

tech

investment©2026Copyrightownedbyoneor

moreofthe

KPMG

International

entities.

KPMG

International

entities

provide

no

servicesto

clients.

All

rights

reserved.

KPMG

Globaltech

report2026|11Buildingadaptivestrategiesamidcontinual

disruptionMeetingthechallenge

ofthe

IntelligenceAgeRealizingvaluefrom

techinvestmentConclusionand

keyrecommendationsThefoundations

for

the

next

waveAbouttheresearchLuminary

spotlightForewordROIfollowsapatternWhiletech

isaboutenablement,

it

isalsoabout

delivering

return

on

investment.

However,

inthe

IntelligenceAge,withso

many

newt