2026联络中心新兴技术市场研究报告

CUSTOMER

2026

MARKETSTUDY

JANUARY

CONTACTWEEK

DIGITAL

EMERGING

CONTACTCENTER

TECHNOLOGY

WWW.CUSTOMERCONTACTWEEKDIGITAL.COM

2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

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EmergingContactCenterTechnology:AnIntroduction

Three-in-fiveconsumersfeelthecustomerexperienceregressedin2025.Themajorityofcontactcenteremployees,meanwhile,facedoverwhelmingsourcesoffrustration

andinefficiency–anddemonstratedinsufficientlevelsofproductivityandengagement.

Whatwillittaketorighttheshipin2026?Howwillorganizationscultivateengagingcontactcenterenvironmentsand,inturn,deliversatisfyingcustomerexperiences?

Mindsetaloneisnottheanswer.Contactcentershavelongembracedconceptslike“competingonthecustomerexperience”and“beingwheretheircustomersare.”

Theyhavelongcelebratedtheimportanceofoperationalculture,famouslynotingthat“happyagentsequalhappycustomers.”

Unfortunately,theyhavelackedanappropriatemechanismforturningthese

customer-centricambitionsintocustomerexperienceactualities.Theydidnot

establishaframeworkforsufficientlyempoweringhumanemployeestomake

personal,lasting,andlucrativeconnections.Theydidnotadequatelybuildanengineforfuelingfrictionless,personalized,predictive,andproactivecareatscale.

Success,then,willcomefromlocatingandleveragingtheappropriatetoolsandsolutions.Itwillcomefromharnessingthepowerofemergingcontactcentertechnology.

Howcancontactcentersidentify,implement,andoptimizetherightsolutions?What

strategicandoperationalchallengeswilltheyhavetoovercome?Whatmetricsshouldtheyusetoevaluateandcalibratetheirsuccess?AndwhatpreciserolewillAI–andotheremergingtechnologycategories–playinthisjourney?

Citingexclusiveandextensiveindustryresearch,thisMarketStudyanswersthosequestions.

2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

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TableofContents

2EmergingContactCenterTechnology:AnIntroduction

4Methodology&Demographics

4AbouttheAuthor

5KeyFindings

6AMeanstoaCustomer-CentricEnd

10AreThereTooManyCooksInTheEvaluationKitchen?

12EvaluatingthePastBeforeEmbracingtheFuture:A

TechnologyScorecard

15EmergingAITechnology:TheBestSolutionsWillStrengthen

TrustandFosterHumanConnections

20TheDataDirective:ContactCenterIntelligenceThatWill

DriveALastingCXImpact

22TheNextWave:Tomorrow’sTechnologiesThatAre

AttractingEnthusiasmToday

25PartnershipOverProduct:HowTechnologyProvidersAre

ShapingCX

28BeyondInnovationTheater:TheRealityofContactCenter

Techin2026

31WhyThumbtackChoseMavenAGI:AQ&AonInvestingin

Agent-BasedCX

33SeparatingCXTechnologyValueFromHypein2026:How

ContactCenterLeadersTurnInsightIntoAction

36TheAgenticEnterprise:WhenTechnologicalUnityDrives

HumanConnectivity

40FromInnovationtoMaturity:TheNextAIJourney

45Future-ProofingYourContactCenterAIStrategy

48Appendix

492026EditorialCalendar

50MeettheTeam

2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

Methodology&Demographics

ToilluminatetheEmergingContactCenterTechnologylandscape,CCWDigitalconducteda

surveyinJanuary2026.Thesurveypolledleadersresponsibleforcustomercontact,customerexperience,operations,andinformationtechnologyontheiroverarchingvisions,investment

plans,andtopchallenges.

Examplerespondentjobtitlesincludedheadofcustomerexperience,directorofsupportcenters,vicepresidentofcustomercare,chiefinformationofficer,directorofguestexperience,global

customerservicedirector,directorofoperations,andvicepresidentofpatientservices.

Respondentsrepresentcompaniesofmostindustriesandsizeranges.

AbouttheAuthor

BrianCantor

PrincipalAnalyst,CCWDigital

CustomerManagementPractice

G

BrianCantoristhePrincipalAnalystandDirectorforCCWDigital,theglobalonline

communityandresearchhubforcustomercontactprofessionals.Inhisrole,Brianleads

allcustomerexperience,contactcenter,technology,andemployeeengagementresearchinitiativesforCCW.CCWDigital’sarticles,specialreports,commentaries,infographics,

executiveinterviews,webinars,andonlineeventsreachacommunityofover180,000.

Apassionateadvocateforcustomercentricity,BrianregularlyspeaksonmajorCXconferenceagendas.Healsoadvisesorganizationsoncustomerexperienceandbusinessdevelopmentstrategies.

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

KeyFindings

1

Forcustomercontactleaderspursuingnewtechnologyin2026,thetopobjectivesareimprovingcustomerserviceandexperienceoutcomes,elevatingdataand

intelligencequality,andmanagingefficiency.

2

Numerousindustrytrends,especiallythepushesforproactivepersonalization,AI-assistedshopping,andfrictionlessengagement,arealsoshapingtechnologyinvestmentsandstrategies.

3

Beyondemphasizingtheaforementionedoutcomes,technologyproviderscanconnectwithbuyersbyofferingattractivepricingmodels,compellingplatformintegration,andlow-codecustomization.

4

Productdemos,one-on-onesalesconversations,partnerendorsements,andindustryreportsarethemosteffectivevehiclesforcommunicatingthatvalue.

5

Whenitcomestotechnologyinvestments,leadersknowtheyneedtodemonstrateROIquickly.Morethan90%areaccountableforresultsinthefirstyear;roughlyhalfexpectthatwithinthefirstsixmonths.

6

Aligningwiththerecentfindingthattrustisthetopcustomerexperience

differentiator,security,privacy,andcompliancecapabilitiesrankasleadingconsiderationsforcustomer-facingAIinvestments.

7

Personalization,seamlessAI-humanhandoffs,andmultichannelcommunicationalsorankaskeyfocuses.

8

Foragent-facingAI,attentioniscenteringaroundemployeetrainingandsimulations,workflowoptimization,andagentassist.

9

AnyinvestmentintothetechnologywillhingeonoptimizingtheAIframework;only22%feeltheyhaveafullyunifiedtechnologicalandstrategicecosystem.

10

Withdatarankingasatoptechnologygoal,AIanalyticssolutionsareaccordinglycommandingsubstantialattention.Predictiveinsights,omnichannelquality

measurement,androotcauseanalysisareleadingopportunities.

11

Organizationsareseriouslyconsideringawidearrayofemergingtechnologies;

chiefexamplesincludeAIqualitymonitoring,real-timesentimentanalysis,journeymappingandorchestration,andworkflowmonitoring.

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

AMeanstoaCustomer-CentricEnd

Somecallthemsolutions.Somecallthemtools.Somecalltheminitiatives.

Allsuchtermsunderscoretherealitythatcustomercontacttechnologiesaremeanstoanend.Theyareinstrumentsforachievinggoalsratherthanthegoalsinandofthemselves.

Navigatingtheemergingtechnologylandscape,therefore,requiresanunderstandingofthewhybehindthese

solutions.Whatareleadershopingtoachievewiththeirnewsolutions?

Forthoseleadingcustomercontactoperationsin2026,the#1answerisimproving“customerserviceandexperience”metrics.Allbut3%identifythistypeofoutcomeasapriority,withawhopping71%callingitatopobjective.

Consistentwiththeideathat“dataisoneofthecontactcenter’sgreatestexport,”improvingdataandintelligenceranksasthe#2technologypriority.

Thereisanintuitiveconnectionbetweentheseoutcomes.Byusingtechnologytouncoverbetterdata,anorganizationwillsimultaneouslybetterunderstandwhatcustomerswantfromtheirserviceexperiences–andwhatdrivestheneedforserviceinthefirstplace.Byadaptingtechnologyto

thisintelligence,theorganizationwillmovethecustomersatisfactionneedle–andbuildbetterconnections.

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

Thepushforcustomer-centrictechnologyisnot,however,merelya“feelgood”endeavor.Improvedefficiencyand

costmanagementisalsoatoptechnologypriority(ontheradarfor97%,andatoppriorityfor56%).Thoughnotquiteastop-of-mindascostcontainment,positivecommercial

value–conversionsandrevenue–alsofactorsintoROI

calculationfor87%.Nearly32%callitatoppriorityfortheirtechnologyinvestments.

Asafocusfor96%andatoppriorityfor45%,theemployeeexperienceisofsignificantinterestaswell.

Clearly,customercontactleadersarenotinvestingintechnologyfortechnology’ssake.Theyexpectittostrengthenbusinessintelligence,elevateemployeeexperiences,andstrengthencustomerconnections.

WhilepursuingthisROIfromemergingtechnology,

customercontactleadersarealsomindfulofemerging

trendsthatareshapingtheengagementlandscape.Insomecases,cognizanceofthesetrendsisplayingamajorroleintechnologydecision-making.

Nearly58%ofleaders,forexample,saytheemphasis

onpersonalized,predictive,and/orproactivecareis

shapingtheirtechnologystrategy.Morethan45%feeltheirtechnologyinvestmentsshouldaccountfortheriseofAI-automatedandassistedshopping.

Thecommunity’semphasisonAI“customers”willbea

compellingonetotrack.Whereasthereisalreadyample

focusonautomatedshopping(someoneusinganAI

assistanttobookaflight,forexample),thetrendmay

evolvetoincludeautomatedservice(whereanAIagent

autonomouslyconnectswithtechnicalorbillingsupportonbehalfofthecustomer).

Trendsemphasizingfrictionlessexperiences(43%)and

empatheticexperiences(41%)arealsoshapingtechnologydecisionsinmanyorganizations.

Collectively,thesespeaktoalongstandingthemeincustomercontactstrategy:theinabilitytocutcorners.

Infactoringconceptslikepersonalizationandempathy

intotheirdecision-making,leadersarecontendingthat

technologyshouldaugmenthumanity.Buildingsolutionstoreducefrictionandaccommodateautomatedengagement,meanwhile,speaktotheimportanceofsimplicity,

consistency,andconvenience.

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Wheredoyourtechnologyinvestmentprioritiesliein2026?

ToppriorityModeratepriorityNotapriority

Customerserviceandexperience

71.3%

25.5%

3.2%

Dataandintelligence

60.2%

36.5%

3.2%

Costandefficiency

55.8%

41%

3.2%

Employeeexperienceandproductivity

45.3%

50.5%

4.2%

Commercialvalue

(upsell,conversion,andrevenue-drivingopportunities)

31.9%

55.3%

12.8%

ThinkaboutthetypicalAIsolutionyouevaluatedoverthepast2-3years.Whatwouldyousayitwasmostintendedtoinfluence?

O

42.1%Customerserviceandexperiencemetrics18.9%Costandefficiencymetrics

14.7%Employeeexperienceandproductivity11.6%Commercialvalue

10.5%Dataandintelligence2.1%Other

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Whichofthefollowingtrendsordirectivesare

impactingyourtechnologyinvestmentstrategy?

Emphasisonpersonalized,predictiveand/orproactiveCX

57.9%

Riseofautomated/AI-poweredshoppers(“custobots”)

45.3%

EmphasisonfrictionlessCX

43.2%

EmphasisonempatheticCX

41.1%

Emphasisonlimitlessandborderlessengagement(globalcustomersacrossdifferentlanguages,24/7/365support,etc)

29.5%

Goalofcultivatingexpert,“consultative”agentsandrepresentatives

28.4%

DiscoursearoundresponsibleandethicalAI

25.3%

Other

2.1%

FROMIDEATOINTENTION:WHATHELPSTECHNOLOGYPRODUCTSRESONATE?

Astheynavigatethetechnologylandscape,buyerswillroutinelyencounterproductsthatpromisetoimpact

customersatisfaction,operationalefficiency,intelligencequality,andemployeeengagement.

Notalloftheseproducts,however,willbetherightfitforanorganization.

Todeterminewhetherasolutionalignswithitsphilosophicalprinciples,strategicvision,andoperationalframework,

leaderswillinsteadlooktootherfactors.Bysignalingthelikelihoodthatthesolutionwillactuallyworkasexpectedwithinthecontactcenter,thesefactorsplayacrucialroleinpiquinginterest–anddrivingpurchasingintentions.

Pricingisparticularlyimportantduringtheevaluationprocess;61%ofleaderssayanattractivepricingmodelcaptivatestheirinterest.

Atestamenttotheenduringimpactofcost(moneydoes

notgrowontrees,afterall),theemphasisonpricingalso

alignswithCCWDigital’sfindingthat71%ofcontactcenterscitedhighorunpredictablecostasanongoingAIchallenge.Movingforward,theyclearlywanttopursuesolutionswith

moreaffordableandtransparentcoststructures.

Othernotablebuyingfactorsincludeintegrationwith

populartechnologyplatforms(whichpiquesinterestfor60%ofleaders),low-codeand/orotherwiseeasycustomization(47%),andprovensecurityandcompliance(46%).

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“Silos”havelonginhibitedcontactcenterperformance;bygravitatingtowardintegration-friendlyproducts,leaders

arehopingtomitigatethisissuemovingforward.Seamlesscustomizationcapabilitiesalloworganizationstotailor

solutionstopurposewithoutcultivatingasignificantamountofnewtechnicalknowledge.

Furtherunderscoringthisdesireforintegration,40%of

leaders–aplurality–saytheyhaveshiftedtowardunifiedcontactcentersolutionsoverthepastthreeyears.More

than27%ofleadersareexclusivelylookingatconsolidatedofferingsin2026;only11%saythesameofpointsolutions.

Theemphasisoncompliance-mindedsolutions,meanwhile,alignswithCCWDigital’sfindingthatsecurityandprivacy

isthetoppriorityforbrandslookingtodifferentiatetheirexperienceintheageofAI.

Alongwithpreferencesonwhatattractsthem,contactcentertechnologybuyershaveahierarchyonwheretolook.

Today’sleadersaremostdrawntosensoryexperiences;64%sayproductdemosorvisualizationscommandtheirattentionandinterest.

Provingthattheevaluationprocessisamulti-facetedone,

manyleadersalsorelyonone-on-onesalesconversations

(anattentiondriverfor56%),endorsementsfromexisting

partnersandproviders(52%),andresearchreportsandcasestudycontent(45%)toidentifysolutionsworthexploring.

Onceyoustartevaluatingnewcontactcenter/CXtechnologiesandvendors,whichofthe

followingfeatures,offers,orpromisestendtopiqueyourinterest?

Attractivepricingmodel

61.1%

Integrationwithpopulartechplatforms

60.0%

Easy/turnkeyimplementationandcustomization

47.4%

Provensecurityorcompliancecredentials

46.3%

Builtspecificallyforyourindustry/usecase

43.2%

Endorsementfromtrustedpeersorpartners

36.8%

Appmarketplace/steadyupgradeopportunities

31.6%

Compellingservice-levelagreement/partnermindset

30.5%

Noneoftheabove

3.2%

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

Whichbestdescribesyouroverallcontactcenter/CXtechnologyevolutionoverthepast3years?

40.0%Wehavemovedfromdisparatetools,products,andprogramstowardmoreconsolidatedcontactcenterproducts(e.g.CCaaS)

30.5%Wehavemaintainedthesamebalanceofdisparateandconsolidatedtools

29.5%Weusemoredisparatecontactcenterproducts,tools,orprogramsthanwedid3yearsago

Whichbestdescribesthetypeofcontactcenter/CXtechnologysolutionsyouaremostlikelyto

pursueandpurchasein2026?

53.7%Bothtechnologysuitesandpointsolutions;we’reevaluatingalltechnologyoptions

27.4%Newtechnologysuites/consolidatedofferings10.5%Individualpointsolutions/tools

8.4%Noplanstoevaluateorpurchasenewtech

Whichofthefollowingareeffectiveatputtingnewtechnologycategoriesorsolutionsonyourradarand/orinitiatingasourcingprocess?

Demoorvisualizationhighlightingthesolution’sreal-worldcapabilities

64.2%

One-on-onesalesconversations/consultationswiththevendor

55.8%

Endorsementsfromyourexistingpartnersandproviders

51.6%

Researchreports,ebooks,orcasestudiesprovingtheimpactoftheproductand/orexpertiseoftheprovider

45.3%

Knowledgethatacompetitor/industrypeerisusingthetechnology

43.2%

Endorsementsfromunbiasedindustryexpertsorjournalists

36.8%

Pressreleasesormarketingpromotionsannouncingtheproductandfeatures

29.5%

Other

1.1%

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

AreThereTooManyCooksInTheEvaluationKitchen?

Customercontactleadersknowwhytheywanttoinvestinemergingtechnologysolutions.Theyalsoknowwhatassurancestheywanttoreceivefromvendors.

Turningthesepreferencesintopurchasesisnot,however,assimpleassnappingtheirfingers.Alltechnology

initiativesaresubjecttodecision-makingframeworks,

whichcaninvolveactiveandpassiveinputfromnumerousstakeholders.

Presently,thatlistofstakeholdersisverylong.Senior

customercontactleadersplayatleastanactiveinfluencerrolein89%oforganizations,with42%registeringas

anultimatedecision-maker.Thenumbersaresimilarly

significantforITleaders(83%playatleastanactive

influencerrole,35%arefinaldecision-makers)andC-level

executives(79%,47%).Functionalcontactcenterleaders(78%,20%)alsohaveapowerfulseatatthetable.

Andthoughtheyarenotquiteasintegral,auxiliary

departmentleaders(60%,16%)andfrontlineemployees(51%,19%)arestillverymuchinvolved.

Aglasshalf-fulltakewouldunderscorethevalueinbringingsomanydistinctvoicestothetable.Bylisteningtosomanyvoicesandperspectives,theorganizationcansurfacethe

fullgamutofpotentialneedsanddemands–andfostertruecollaborationonthebestpossiblesolutions.

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

Theglasshalf-emptyperspective,however,wouldquestionwhethertherearetoomanycooksintheproverbialkitchen.Thepossibilityofdifferentstakeholdershavingconflicting

perspectives–suchasITpushingfora“familiar”solutioneventhoughagentsandsupervisorsfeelitissignificantlyhardertouse–couldstallthesourcingprocess,while

creatinginternalriftsandhostilities.

Inputfromexternalstakeholdersfurthercomplicates

matters.Allbut12%oforganizationsgiveavoiceto

businessprocessoutsourcers,existingtechnology

providers,and/orpartnersinatleastsomecases.Nearly37%substantiallyrelyonthesepartnersforselectingthespecifictoolstobuy,and6%grantthemcontrolovertheentire,end-to-endsourcingprocess.

Giventheirvastexperienceevaluating,implementing,and

optimizingsolutions,inputfromthesepartnerscanbe

invaluable.However,theystillrepresentanothercookintheaforementionedkitchen–andthusstillcarrynon-trivialriskoffurthercomplexity.

Howdoyourexistingbusinessprocess

outsourcers,businesspartners,ortechnologyprovidersimpactyourtechnologysourcingandpurchasingdecisions?

42.1%Weconsidertheirrecommendationsalongsideinputfromotherstakeholders

30.5%Wedeterminetechnologyneedsourselves,butwerely

onthemtorecommendthespecificsolutions

11.6%Wemostlymakeourtechdecisionsindependentoftheirguidance

9.5%Itisentirelydependentonusecase

6.3%Theyinitiatemost/allsourcingdiscussionsandrecommendthespecificsolutions

Ratetheextenttowhichthefollowing

influenceyourcontactcenter/CXtechnologypurchasingdecisions.

Decision-maker(theyplayaroleinfinalsign-offandpurchasing)

Activeinfluence(theydirectlysharethoughtsandfeedbackduringtechevaluations)

Passiveinfluence(weaimtoaccountfortheirneedsbutdonotactivelysolicitorreviewtheirfeeorfeedback)

Littleornoinfluence

OverallC-suiteexecutiveteam

46.8%

31.9%

16.0%

5.3%

Seniorcontactcenter/CXleadership(VPsanddirectors)

41.9%

47.3%

5.4%

5.4%

ITleadership

35.1%

11.7%

47.9%

5.3%

Functionalcontactcenter/CXleadership(supervisors,managers,etc)

20.2%

57.5%

16.0%

6.4%

Frontlineagentsandemployees

19.2%

31.9%

36.2%

12.8%

Leadershipfromotherrelateddepartments(HR,Finance,Marketing,etc)16.3%

mm43.5%

25.0%

15.2%

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

EvaluatingthePastBeforeEmbracingtheFuture:ATechnologyScorecard

Astheylookaheadtofuturetechnologyinitiatives,contactcenterleadersmayalsolookbackonpastinvestments.

Didprevioussolutionsperformasintended?Did

vendorsdeliverontheirpromises?Didanyunintended

consequencesemerge?Theanswerstothesequestions

couldaffecthowbusinessessetROIexpectations,howtheyprioritizecertainfeaturesandcapabilities,howtheydevelopimplementationplans,howtheycollaboratewithvendor

partners,andsomanyotherstrategicconsiderations.

WAS2025ABOUTSAYINGHELLOORWAVINGGOODBYE?

Whether2025wasayearofmeaningfultransformationisasubjectivematter.Whetheritinvolvedsomechange,however,isalmostobjectively,universallytrue.

Asignificant60%ofcontactcentersaddedmultiplenewtechnologiestotheirstackin2025,withmorethan30%introducingatleastthree.

Addingthreenewsolutionsmaynotconstituteashoppingspree,butwhenoneconsidersthecost,scope,andimpactofmanycontactcenterandcustomerexperiencesolutions–especiallygiventhegrowingtrendtowardconsolidated

offerings–itcanstillamounttoasignificantlevelofchange.

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

Althoughleadersweremoreinclinedtoaddtothansubtractfromtheirtechnologystacks,theywerenotaverseto

wavinggoodbyein2025.Morethan66%eliminatedat

leastonesolution,and33%abandonedorsunsetmultipletechnologiesin2025.

GOHARDORGOHOME

Changeiscommonplace,anditisnothappeninginan

environmentofindifference.Customercontactleaders

areholdingtheirtechnologyinvestmentsaccountableforgeneratinganear-immediatereturn.

Howmanynewcontactcenter/CXproducts,tools,orprogramsdidyouintroducetoyourtechstackin2025?

21.1%39.5%4+

13.7%0

26.3%1

29.5%2

Howmanycontactcenter/CXproducts,tools,orprogramsdidyoueliminate/sunsetin2025?

12.6%35.3%4+

33.7%

0

33.7%

1

14.7%

2

Morethan90%ofleaders,infact,expecttheirnewsolutionstodemonstrateaquantifiableimpactwithinthefirstyear.

Morethan46%anticipatethatimpactwithinsixmonths.

Philosophically,thisexpeditedevaluationwindowmayelicitconcernfromthosewhosee“patienceasavirtue.”Itmaytroublethosewhocautionagainst“boilingtheocean”andseeking“overnightchange.”

Butbecausenewtechnologieshavelargelybeendeliveringonexpectations,itisnotdiscouragingtechnologyadoption.Itisnotpreventinginvestmentsfromtranscendingthepilotphase.

Nearly51%saytheirrecenttechnologypurchasesare

generallylivinguptotheirexpectations–includingthe

aforementionedfactorslikeprice,integration,customization,andsecurity.Justover46%haveseenmixedresults,with

only3%whollydisappointedwiththeirinvestments.

Accordingly,onlyasmallpercentageoforganizationshaveabandonedevenone-quarteroftheirtechnologypilotsduetoinsufficientornegativeproofofimpact.Just3%have

abandonedthemajority.

Intheory,thislevelofcontentmentcouldmeanthatleaderswillbelessinclinedtopursueaggressivetechnology

initiativesin2026andbeyond.

Inreality,however,leadersknowthereisstillplentyof

transformationlefttoachieve.Cornerstonemetricsrelatedtocustomersatisfaction,costefficiency,dataquality,

employeeengagement,andrevenuegenerationstillhaveampleroomforimprovement.

TheriseofAI,moreover,isradicallyimpactingthecustomercontactlandscape.Itisuncoveringnewopportunities,

promptingnewquestions,andintroducingnewchallenges.Continuingtopursuenewsolutions–albeitwithsomeof

thesamedecision-makingandevaluationstrategiesthathavebeenworkinginrecentyears–isthelogicalaction.

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Consideryourtechnologypurchasesfromthe

last2-3years:havethesesolutionsdeliveredasexpectedonthosecriteria?

50.5%Yes,ourtechnologyisgenerallylivinguptoexpectations

46.3%Ourtechnologyisexcellinginsomeoftheseareasbutunderperforminginothers

3.2%No,ourtechnologyisgenerallyfallingshortofexpectations

Overthelast2-3years,whatpercentageof

technologyprojects/pilotswereabandonedorgreatlyoverhauledbasedoninsufficient(or

negative)proofofimpact/ROI?

8.4%0%

28.4%1-10%

48.4%10-25%11.6%26-50%

3.2%Morethan50%

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2026JANUARYMARKETSTUDY|EmergingContactCenterTechnology

EmergingAITechnology:TheBestSolutionsWillStrengthenTrustandFosterHumanConnections

AIhasbecomethecenterpieceofcustomercontactstrategy;morethan90%ofleadersenteredtheyearplanningto

maintainorincreasetheirinvestments.Ithasalsobecome

thecenterpieceofcontactcenterinnovation;thesector’s

largesttechnologyvendorsallheavilyuseAIintheirproductofferingsandreferenceAIintheirmarketingcopy.

Attheheartofeffortstoenhanceself-service,whichitself

ranksasatopcustomerservicepriority,AIwillplayapivotalroleinthefutureofcustomerinteractions.Byimpacting

customerbehavior,contactvolume,andoverallworkflow,italsohasaninherentlytransformativeroleontheemployeeexperience.Thewidespreadavailabilityofagent-facingAIwillonlyenhancethatimpact.

Anassessmentofcustomer-andemployee-centricAI,

therefore,representsacornerstoneofanyinquiryintotheoverallcontactcentertechnologylandscape.

TRUST:THEKEYTOMOREEFFECTIVEAISELF-SERVICE

AccordingtoCCWDigital’s2025ConsumerPreferences

Survey,only15%ofcustomerstrustAIchatbotstosolvetheirproblems.Most,inturn,stillexpectaccesstoliveagents;

difficultyaccessingthosehu