2026联络中心新兴技术市场研究报告

DIGITALEMERGINGCONTACTCENTERTECHNOLOGY2026

MA

R

KET

STUDYJA

N

UA

RYWWW.

CUSTOM

E

R

CONTACT

WE

E

K

DIG

ITAL

.

COMCUSTOMERCONTACTWEEKEmergingContactCenterTechnology:

AnIntroductionThree-in-fiveconsumersfeelthecustomerexperienceregressedin2025.Themajority

ofcontactcenteremployees,meanwhile,facedoverwhelmingsourcesof

frustrationandinefficiency–anddemonstratedinsufficientlevelsofproductivityand

engagement.Whatwillittaketo

righttheshipin2026?

Howwillorganizations

cultivate

engaging

contactcenterenvironmentsand,inturn,deliver

satisfying

customer

experiences?Mindsetaloneis

nottheanswer.Contactcenters

have

long

embraced

concepts

like“competingonthecustomerexperience”and“beingwheretheircustomers

are.”They

have

longcelebratedtheimportanceofoperationalculture,famously

notingthat

“happyagentsequal

happycustomers.”Unfortunately,they

have

lackedanappropriate

mechanismforturningthesecustomer-centricambitionsintocustomerexperienceactualities.

They

did

notestablishaframeworkforsufficientlyempowering

humanemployeesto

makepersonal,

lasting,and

lucrativeconnections.Theydid

notadequately

build

an

engine

forfuelingfrictionless,

personalized,

predictive,and

proactivecareatscale.Success,then,willcomefromlocatingandleveragingtheappropriatetoolsandsolutions.

Itwillcomefromharnessingthepowerofemergingcontactcentertechnology.Howcancontactcentersidentify,

implement,and

optimizethe

right

solutions?

Whatstrategicandoperationalchallengeswillthey

havetoovercome?What

metricsshould

they

usetoevaluateandcalibratetheirsuccess?Andwhat

precise

rolewillAI–

andotheremergingtechnologycategories–playinthis

journey?Citingexclusiveandextensiveindustry

research,this

MarketStudy

answers

thosequestions.2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technology2TableofContents2

EmergingContactCenterTechnology:An

Introduction4

Methodology&

Demographics4

AbouttheAuthor5

Key

Findings6

A

MeanstoaCustomer-Centric

End10AreThereToo

ManyCooks

InThe

Evaluation

Kitchen?12Evaluatingthe

Past

Before

Embracingthe

Future:A

TechnologyScorecard15EmergingAITechnology:The

BestSolutionsWillStrengthen

Trustand

Foster

HumanConnections20The

Data

Directive:ContactCenter

Intelligence

ThatWill

DriveALasting

CX

Impact22The

NextWave:Tomorrow’sTechnologies

That

Are

Attracting

EnthusiasmToday25PartnershipOver

Product:

How

Technology

ProvidersAre

Shaping

CX28Beyond

InnovationTheater:The

Reality

ofContact

Center

Tech

in202631WhyThumbtackChose

MavenAGI:AQ&A

on

Investing

in

Agent-BasedCX33SeparatingCX

TechnologyValue

From

Hype

in

2026:

How

ContactCenterLeadersTurn

Insight

IntoAction36TheAgentic

Enterprise:WhenTechnological

Unity

Drives

HumanConnectivity40From

Innovationto

Maturity:The

NextAIJourney45Future-ProofingYour

Contact

CenterAI

Strategy48Appendix49

2026

EditorialCalendar50

MeettheTeam2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technology3Methodology&DemographicsToilluminatetheEmergingContactCenterTechnologylandscape,

CCW

Digital

conducted

asurveyinJanuary2026.Thesurveypolledleaders

responsibleforcustomer

contact,

customer

experience,operations,andinformationtechnologyontheiroverarchingvisions,investmentplans,andtopchallenges.Examplerespondent

jobtitlesincludedheadofcustomerexperience,directorofsupportcenters,

vicepresidentofcustomercare,chiefinformationofficer,directorofguestexperience,globalcustomerservicedirector,directorofoperations,andvicepresidentofpatientservices.Respondentsrepresentcompaniesofmostindustriesandsize

ranges.AbouttheAuthorBrian

Cantor

isthe

PrincipalAnalystand

Directorfor

CCW

Digital,theglobal

onlinecommunityand

research

hubforcustomercontact

professionals.

In

his

role,

Brian

leadsallcustomerexperience,contactcenter,technology,

and

employee

engagement

research

initiativesfor

CCW.

CCW

Digital’sarticles,special

reports,commentaries,

infographics,executive

interviews,webinars,andonlineevents

reach

a

community

ofover180,000.A

passionateadvocateforcustomercentricity,

Brian

regularly

speaks

on

major

CXconferenceagendas.

Healsoadvisesorganizations

on

customer

experience

andbusinessdevelopmentstrategies.BrianCantorPrincipalAnalyst,CCW

DigitalCustomerManagementPractice

G

CTATORAANUSPMC2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technologywww.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL41For

customer

contact

leaders

pursuing

new

technology

in2026,the

top

objectivesare

improving

customer

service

and

experience

outcomes,

elevating

data

andintelligence

quality,and

managing

efficiency.2Numerous

industry

trends,especially

the

pushes

for

proactive

personalization,AI-assisted

shopping,and

frictionless

engagement,are

also

shaping

technologyinvestments

and

strategies.3Beyond

emphasizing

the

aforementioned

outcomes,technology

providers

canconnect

with

buyers

by

offering

attractive

pricing

models,compelling

platformintegration,and

low-code

customization.4Product

demos,one-on-one

sales

conversations,

partner

endorsements,

andindustry

reports

are

the

most

effective

vehicles

for

communicating

that

value.5When

it

comes

to

technology

investments,

leaders

know

they

need

to

demonstrateROIquickly.

Morethan90%areaccountable

for

results

in

the

firstyear;

roughly

halfexpect

that

within

the

first

six

months.6Aligning

with

the

recent

finding

that

trust

is

the

top

customer

experiencedifferentiator,security,

privacy,andcompliancecapabilities

rankas

leadingconsiderations

for

customer-facing

AI

investments.7Personalization,seamlessAI-human

handoffs,and

multichannelcommunicationalso

rankas

key

focuses.8For

agent-facing

AI,attention

is

centering

around

employee

training

and

simulations,workflow

optimization,and

agent

assist.9Any

investment

into

the

technology

will

hinge

on

optimizing

the

AI

framework;only22%feel

they

have

a

fully

unified

technological

and

strategic

ecosystem.10With

data

ranking

as

a

top

technology

goal,AI

analytics

solutions

are

accordinglycommanding

substantial

attention.

Predictive

insights,omnichannel

qualitymeasurement,and

rootcauseanalysisare

leading

opportunities.11Organizations

are

seriously

considering

a

wide

array

of

emerging

technologies;chief

examples

include

AI

quality

monitoring,

real-time

sentiment

analysis,

journeymapping

and

orchestration,and

workflow

monitoring.2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

TechnologyKey

Findingswww.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL5Somecallthemsolutions.Somecallthemtools.

Some

call

theminitiatives.Allsuchterms

underscorethe

realitythatcustomercontact

technologiesaremeanstoanend.They

are

instrumentsfor

achievinggoals

ratherthanthegoalsinand

of

themselves.Navigatingtheemergingtechnology

landscape,therefore,

requiresan

understandingof

thewhy

behindthesesolutions.Whatare

leaders

hopingtoachievewiththeir

newsolutions?Forthose

leadingcustomercontactoperationsin

2026,the

#1answerisimproving“customerservice

and

experience”

metrics.All

but3%identifythistypeofoutcomeas

a

priority,

withawhopping71%calling

it

atop

objective.Consistentwiththeideathat“dataisone

of

the

contact

center’sgreatestexport,”improvingdata

and

intelligence

ranksasthe#2technology

priority.Thereisanintuitiveconnection

betweenthese

outcomes.

By

usingtechnologyto

uncover

betterdata,anorganization

willsimultaneously

better

understandwhatcustomerswant

fromtheirserviceexperiences–andwhatdrivesthe

need

forserviceinthefirst

place.

Byadaptingtechnologytothisintelligence,theorganizationwill

movethecustomer

satisfaction

needle–and

build

betterconnections.AMeanstoaCustomer-Centric

End2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technologywww.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL6The

pushforcustomer-centrictechnologyis

not,

however,

merelya“feelgood”endeavor.

Improved

efficiency

andcost

managementisalsoatoptechnology

priority(onthe

radarfor97%,andatop

priorityfor

56%).

Though

not

quite

astop-of-mindascostcontainment,

positivecommercialvalue–conversionsand

revenue–alsofactors

into

ROIcalculationfor87%.

Nearly32%callit

a

top

priority

for

their

technologyinvestments.Asafocusfor96%and

atop

priorityfor45%,the

employee

experienceisofsignificantinterest

aswell.Clearly,customercontact

leadersare

not

investing

intechnologyfortechnology’ssake.Theyexpectitto

strengthen

businessintelligence,elevateemployee

experiences,andstrengthencustomerconnections.While

pursuingthis

ROIfromemergingtechnology,customercontact

leadersarealso

mindfulofemergingtrendsthatareshapingtheengagement

landscape.

Insome

cases,cognizanceof

thesetrendsis

playinga

major

role

in

technologydecision-making.Nearly

58%ofleaders,forexample,saythe

emphasison

personalized,

predictive,and/or

proactivecareisshapingtheirtechnologystrategy.

Morethan45%feeltheir

technologyinvestmentsshouldaccountforthe

riseof

AI-

automatedandassistedshopping.Thecommunity’semphasisonAI“customers”will

be

acompellingonetotrack.Whereasthereisalreadyamplefocusonautomatedshopping(someone

usinganAIassistantto

bookaflight,forexample),thetrend

mayevolvetoincludeautomatedservice(whereanAI

agentautonomouslyconnectswithtechnicalor

billingsupporton

behalfof

thecustomer).Trendsemphasizingfrictionlessexperiences(43%)andempatheticexperiences(41%)arealsoshapingtechnology

decisionsin

manyorganizations.Collectively,thesespeaktoa

longstandingthemein

customercontactstrategy:theinabilitytocut

corners.Infactoringconcepts

like

personalizationandempathyintotheirdecision-making,

leadersarecontendingthattechnologyshouldaugment

humanity.

Buildingsolutionsto

reducefrictionandaccommodateautomatedengagement,

meanwhile,speaktotheimportanceofsimplicity,consistency,andconvenience.Employeeexperienceandproductivity

45.3%

50.5%

4.2%Commercialvalue(upsell,conversion,andrevenue-drivingopportunities)

31.9%

55.3%

12.8%ThinkaboutthetypicalAIsolutionyouevaluated

overthe

past2-3years.Whatwouldyousayitwas

mostintendedto

influence?O

42.1%Customerserviceand

experience

metrics

18.9%

Costandefficiency

metrics

14.7%Employeeexperience

and

productivity

11.6%

Commercialvalue

10.5%

Dataand

intelligence

2.1%

Otherwww.customercontactweekdi|

7Wheredoyourtechnology

investment

priorities

lie

in2026?

Top

priorityModerate

priorityNota

priority2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

TechnologyCCWCustomerserviceandexperienceCUSTOMERCONTACTWEEKDIGITALDataandintelligenceCostandefficiency

3.2%

3.2%

3.2%25.5%36.5%60.2%55.8%71.3%41%“Silos”

have

longinhibitedcontactcenter

performance;

by

gravitatingtowardintegration-friendly

products,

leadersare

hopingto

mitigatethisissue

movingforward.Seamless

customizationcapabilitiesalloworganizationstotailorsolutionsto

purposewithoutcultivatingasignificantamountofnewtechnicalknowledge.Further

underscoringthisdesireforintegration,40%ofleaders–a

plurality–saythey

haveshiftedtoward

unified

contactcentersolutionsoverthe

pastthreeyears.

Morethan27%ofleadersareexclusivelylooking

at

consolidated

offeringsin2026;only11%

saythe

same

of

point

solutions.Theemphasisoncompliance-mindedsolutions,

meanwhile,

alignswithCCW

Digital’sfindingthatsecurityand

privacyisthetoppriorityfor

brands

lookingtodifferentiatetheir

experienceintheage

of

AI.Alongwithpreferencesonwhatattractsthem,contactcenter

technologybuyershaveahierarchy

on

whereto

look.Today’s

leadersare

mostdrawntosensoryexperiences;

64%say

productdemosorvisualizationscommandtheir

attentionand

interest.Provingthattheevaluationprocessisamulti-faceted

one,manyleadersalsorelyonone-on-one

sales

conversations(anattentiondriverfor56%),endorsementsfromexistingpartnersandproviders(52%),andresearch

reports

and

case

studycontent(45%)toidentifysolutionsworthexploring.Onceyoustartevaluating

newcontact

center/

CXtechnologiesandvendors,which

ofthefollowingfeatures,offers,or

promisestend

to

piqueyour

interest?Attractivepricing

model 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%Noneof

theabove

3.2%|8EmphasisonempatheticCX 41.1%Emphasisonlimitlessandborderlessengagement(globalcustomers

acrossdifferentlanguages,24/7/365support,etc)

29.5%Goalofcultivatingexpert,“consultative”agentsandrepresentatives

28.4%DiscoursearoundresponsibleandethicalAI

25.3%Other

2.1%FROM

IDEATO

INTENTION:WHAT

HELPS

TECHNOLOGY

PRODUCTS

RESONATE?Asthey

navigatethetechnology

landscape,

buyerswill

routinelyencounter

productsthat

promisetoimpactcustomersatisfaction,operationalefficiency,intelligencequality,andemployeeengagement.Notallof

these

products,

however,will

bethe

rightfitfor

anorganization.Todeterminewhetherasolutionalignswith

its

philosophical

principles,strategicvision,andoperationalframework,leaderswillinstead

looktootherfactors.

Bysignalingthelikelihoodthatthesolutionwillactuallyworkasexpected

withinthecontactcenter,thesefactors

playacrucial

role

in

piquinginterest–anddriving

purchasing

intentions.Pricingisparticularlyimportantduringtheevaluation

process;61%ofleaderssay

an

attractive

pricing

model

captivatestheirinterest.Atestamenttotheenduringimpactofcost(moneydoesnotgrowontrees,afterall),the

emphasis

on

pricing

alsoalignswithCCW

Digital’sfindingthat71%ofcontactcenters

cited

highor

unpredictablecostasan

ongoingAI

challenge.

Movingforward,theyclearlywantto

pursuesolutionswithmoreaffordableandtransparentcoststructures.Other

notable

buyingfactorsincludeintegrationwithpopulartechnology

platforms(which

piquesinterestfor60%

ofleaders),

low-codeand/orotherwiseeasycustomization

(47%),and

provensecurityand

compliance(46%).Whichofthefollowingtrendsor

directives

areimpactingyourtechnologyinvestmentstrategy?Emphasisonpersonalized,predictiveand/orproactive

CX

57.9%Riseofautomated/AI-poweredshoppers(“custobots”)

45.3%EmphasisonfrictionlessCX2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

TechnologyCCWCUSTOMERCONTACTWEEKDIGITAL43.2%

40.0%

We

have

movedfromdisparatetools,

products,andprogramstoward

moreconsolidatedcontactcenter

products(e.g.

CCaaS)

30.5%

We

have

maintainedthesame

balanceofdisparateandconsolidatedtools

29.5%

We

use

moredisparatecontactcenter

products,tools,

or

programsthanwedid

3years

agoWhich

bestdescribesthetypeofcontactcenter/

CXtechnologysolutionsyouare

most

likelytopursueand

purchasein

2026?Endorsementsfromyourexistingpartnersandproviders

51.6%Researchreports,ebooks,orcasestudiesprovingtheimpactof

the

productand/orexpertiseof

theprovider

45.3%Knowledgethatacompetitor/industrypeerisusingthetechnology

43.2%Endorsementsfromunbiasedindustryexpertsor

journalistsWhichofthefollowingareeffective

at

putting

newtechnologycategoriesorsolutions

on

your

radarand/or

initiatingasourcing

process?Demoorvisualizationhighlightingthesolution’sreal-worldcapabilities

64.2%One-on-onesalesconversations/consultationswiththevendor

53.7%Bothtechnologysuites

and

point

solutions;

we’reevaluatingalltechnologyoptions 27.4%Newtechnology

suites/consolidated

offerings

10.5%

Individual

pointsolutions/tools

8.4%No

planstoevaluate

or

purchase

newtechWhich

bestdescribesyouroverallcontactcenter/

CXtechnologyevolutionoverthe

past3years?Pressreleasesormarketingpromotionsannouncingtheproduct

andfeatures2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technologywww.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL 1.1%36.8%55.8%29.5%Other9Customercontact

leaders

knowwhytheywanttoinvest

inemergingtechnologysolutions.Theyalso

knowwhat

assurancestheywantto

receivefromvendors.Turningthese

preferencesinto

purchasesis

not,

however,

assimpleassnappingtheirfingers.Alltechnologyinitiativesaresubjecttodecision-makingframeworks,whichcaninvolveactiveand

passive

inputfrom

numerous

stakeholders.Presently,that

listofstakeholdersisvery

long.Seniorcustomercontact

leaders

playat

leastanactive

influencer

rolein89%oforganizations,with42%

registering

asan

ultimatedecision-maker.The

numbersaresimilarlysignificantfor

IT

leaders(83%

playat

leastan

activeinfluencer

role,35%arefinaldecision-makers)and

C-levelexecutives(79%,47%).

Functionalcontactcenter

leaders

(78%,20%)also

havea

powerful

seat

atthetable.Andthoughtheyare

notquiteas

integral,auxiliarydepartment

leaders(60%,16%)andfrontlineemployees

(51%,19%)are

still

very

much

involved.Aglass

half-fulltakewould

underscorethevaluein

bringing

so

manydistinctvoicestothetable.

By

listeningtoso

many

voicesand

perspectives,theorganizationcansurfacethefullgamutofpotential

needsanddemands–

andfostertrue

collaborationonthe

best

possiblesolutions.AreThereTooManyCooksInThe

Evaluation

Kitchen?2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technology本报告来源于三个皮匠报告站（）,由用户Id:349461下载,文档Id:1228420,下载日期:2026-05-14www.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL10Ratetheextenttowhich

the

followinginfluenceyourcontactcenter/CXtechnology

purchasingdecisions.

Decision-maker(they

playa

roleinfinalsign-offand

purchasing) Active

influence(theydirectlysharethoughtsand

feedback

duringtechevaluations)

Passive

influence(weaimtoaccountfor

their

needs

but

do

notactivelysolicitor

reviewtheirfee

orfeedback)

Littleor

no

influenceOverallC-suiteexecutiveteam

46.8%

31.9%

16.0%

5.3%Seniorcontactcenter/CXleadership(VPsanddirectors)

41.9%

47.3%

5.4%

5.4%IT

leadership

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%Leadership

from

other

related

departments(HR,Finance,Marketing,etc)

16.3%mm

43.5%

25.0%

15.2%Theglass

half-empty

perspective,

however,wouldquestion

whethertherearetoo

manycooksinthe

proverbial

kitchen.

The

possibilityofdifferentstakeholders

havingconflictingperspectives–suchas

IT

pushingfora“familiar”solution

eventhoughagentsandsupervisorsfeelit

is

significantly

harderto

use–couldstallthesourcing

process,whilecreatinginternal

riftsand

hostilities.Inputfromexternalstakeholdersfurthercomplicatesmatters.All

but12%oforganizationsgiveavoicetobusiness

processoutsourcers,existingtechnologyproviders,and/or

partnersinat

leastsome

cases.

Nearly

37%substantially

relyonthese

partnersforselectingthe

specifictoolsto

buy,and6%grantthemcontrol

overthe

entire,end-to-endsourcing

process.Giventheirvastexperienceevaluating,implementing,andoptimizingsolutions,inputfromthese

partnerscan

beinvaluable.

However,theystill

representanothercookinthe

aforementioned

kitchen–andthusstillcarry

non-trivial

risk

of

furthercomplexity.Howdoyourexisting

business

processoutsourcers,

business

partners,ortechnology

providersimpactyourtechnologysourcingand

purchasingdecisions?

42.1%

Weconsidertheir

recommendationsalongside

inputfromother

stakeholders 30.5%

Wedeterminetechnology

needsourselves,

butwe

relyonthemto

recommendthespecificsolutions

11.6%We

mostly

makeourtech

decisions

independent

oftheirguidance

9.5%It

isentirely

dependent

on

use

case

6.3%They

initiate

most/allsourcingdiscussionsandrecommendthespecificsolutions2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technologywww.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL11WAS2025ABOUTSAYING

HELLOOR

WAVINGGOODBYE?Whether2025wasayearofmeaningfultransformation

isasubjective

matter.Whetherit

involvedsome

change,

however,isalmostobjectively,

universallytrue.Asignificant60%ofcontactcentersadded

multiple

new

technologiestotheirstackin2025,with

morethan30%

introducingat

leastthree.Addingthree

newsolutions

may

notconstituteashopping

spree,

butwhenoneconsidersthecost,scope,

and

impact

ofmanycontactcenterandcustomer

experiencesolutions–especiallygiventhegrowingtrendtowardconsolidatedofferings–itcanstillamountto

a

significant

level

ofchange.Asthey

lookaheadtofuturetechnologyinitiatives,contact

center

leaders

mayalso

look

backon

pastinvestments.Did

previoussolutions

performasintended?

Didvendorsdeliverontheir

promises?

Didany

unintendedconsequencesemerge?Theanswerstothesequestionscouldaffect

how

businessesset

ROIexpectations,

howthey

prioritizecertainfeaturesandcapabilities,

howtheydevelop

implementation

plans,

howtheycollaboratewithvendorpartners,andso

manyotherstrategicconsiderations.EvaluatingthePastBeforeEmbracingthe

Future:

ATechnologyScorecard2026JANUARY

MARKET

STUDY|

Emerging

Contact

Center

Technologywww.customercontactweekd|CCWCUSTOMERCONTACTWEEKDIGITAL12Morethan90%ofleaders,infact,

expecttheir

newsolutions

todemonstrateaquantifiableimpactwithinthefirstyear.Morethan46%anticipatethatimpactwithinsix

months.Philosophically,thisexpeditedevaluationwindow

mayelicit

concernfromthosewhosee“patienceasavirtue.”

It

maytroublethosewhocautionagainst“boilingtheocean”andseeking“overnightchange.”But

because

newtechnologies

have

largely

beendelivering

onexpectations,itisnotdiscouragingtechnology

adoption.

Itisnotpreventinginvestmentsfromtranscendingthe

pilot

phase.Nearly

51%saytheir

recenttechnology

purchasesaregenerally

living

uptotheirexpectations–includingtheaforementionedfactors

like

price,integration,customization,

andsecurity.Justover46%

haveseen

mixed

results,withonly3%whollydisappointedwiththeirinvestments.Accordingly,onlyasmall

percentageoforganizations

haveabandonedevenone-quarterof

theirtechnologypilotsdue

toinsufficientor

negative

proofofimpact.Just3%

haveabandonedthe

majority.Intheory,this

levelofcontentmentcouldmeanthat

leaders

will

be

lessinclinedto

pursueaggressivetechnologyinitiativesin2026

and

beyond.In

reality,

however,

leaders

knowthereisstillplentyoftransformation

lefttoachieve.Cornerstone

metrics

related

tocustomersatisf