2026转型加速：数字化转型与下一代技术研究报告

Transformationaccelerated

2026DigitalTransformation&Next-GenTechnologyStudy

EXECUTIVESUMMARY02

Pushmode—financialfirmsgoingallouttogaintechedge

Whatbubble?ThefinancialservicesindustryisnotwastinganytimespeculatingaboutthevalueofAI,theviabilityofblockchain,orthefutureoftokenization.Firmsaredoublingdownoninvestmentsinthesetechnologiesandthedatamanagementandinfrastructure

enhancementsrequiredtosupportthem.Inmanycases,theyarealreadyseeingconcreteresultsfromthoseefforts.

We’veenteredaperiodofrapidaccelerationofdigitaltransformationagendasinwhichmanyfirmsarechallengingthestatusquoin

everythingfromcustomerexperiencetotalenttotheverycoreof

financialmarketsinfrastructure.It’sbecomeahyper-competitiveraceinwhichsomeclearleadersarestartingtoemergeandeveryoneelseisscramblingtokeeppace.

TherapidgrowthofgenerativeAI(GenAI)hasbeenacatalyst,

inmanywayspushingfirmsoutoftheircomfortzonesoffixed

architectureanditerativesoftwaredevelopmenttowardanewnormalwhereconstantinnovationisexpected.

It’satrendthatleapsoutoftheresultsofour2026Digital

Transformation&Next-GenTechnologyStudydataset,where

wefindthatGenAIhasnowsurpassedcloudasthetechnologydeliveringthegreatestimpacttofinancialservicesfirms(Fig.1),andagenticAIisquicklycatchingupasfirmsplottheir

five-yeartransformationjourneys.

ThetrendismuchbiggerthanAIalone,however.Tokenization,cybersecurity,anddataarchitectureareallhighontheprioritylist,withfirmsnowallocatingnearlyone-thirdoftheirbudgetstoinnovation(Fig.2).

Whilemostfirmsagreeonthedirectionoftravel,thepaceand

easewithwhichtheyaremakingthosechangesvaryconsiderably.

Whatareleadersdoingtostayattheforefrontofinnovation,howarechallengersadjustingtocatchup,andwhataresomeofthebiggestobstaclesstillstandingintheway?Oursixthannualstudychartsthecurrentstateoftransformation.

Fig.2Firmsstaketheirfuturesoninnovation

Q:Roughlywhatpercentageofyourorganization’stechnologybudgetgoestowardinnovationvs.lightson?

1/3offirms'technologybudgetsgotowardinnovation

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

Fig.1GenAIpowersaheadasmostimpactfultechnology

Q:Whichtechnologydoyoubelievehasthegreatestimpactonyourbusiness?

+17pp

31%

28%

23%

21%

13%

11%

8%

3%3%

AgenticAI*Tokenization

20252026

*Newresponseoptionfor2026

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

Cybersecurity

Cloud

GenAI

ABOUTTHESTUDY03

Methodology

ThesixthannualBroadridgeDigitalTransformation&

Next-GenTechnologyStudytapsintothetechnology

playbooksoftheworld’sleadingfinancialfirmstospotlight

what’snext.Wetrackthesentiment,reflections,andactions

ofmorethan900financialservicestechnologyandoperationsleadersfromaroundtheworldacrosswealthmanagement,

capitalmarkets,andassetmanagementfirms.Ourlandmark

studydemystifieswhat’sguidingeachorganization’s

transformationroadmapandexplorestheiruniqueapproachestoAI,tokenization,cybersecurity,datastrategy,andmore.

$77B

AverageAUM

respondents

947Total

33%

APAC

26%

NorthAmerica

41%

Europe

¹BroadridgecommissionedPhronesisPartnerstoconductthesurvey,whichwasfieldedfromSeptember22toNovember21,2025.

CONTENTS04

Insidethereport

AItakespoleposition

page05

AgenticAIfront-runnersemerge,buttheraceisstillwideopen

page06

Tokenizationonpacetoreshapetraditionalmarketstructure

page07

Firmsconfrontseriousquestionsaboutdataarchitecture,techstackreadiness

page09

Talentdevelopmentcanmakeorbreakatransformationstrategy

page10

Thewinner'splaybook

page11

KEYFINDINGS05

AItakespoleposition

TheAImindsetshifteddramaticallyin2025fromspeculative

experimentationtoenterpriseintegration.WhileincreasedinvestmentinAIhasbeenarecurringthemeinourstudyforthepastsixyears,AIadoptionrateshavesurgedthisyearasfirmshaveactivelyembeddedthetechnologyacrosskeyfunctions.

AIusereachedcriticalmassinthisyear’sstudy,with80%offirms

indicatingtheyarecurrentlyutilizingGenAIorpredictiveAIintheiroperationsandprocesses,upfromjust31%inour2025study.That’sa49-percentage-pointincreaseinAIusageratesinoneyear,puttingAIonanevenfootingwithcybersecurity(80%)andjustbehind

cloudplatformsandapplications(86%)asthemostwidelyusedtechnologiesinfinancialservicestoday(Fig.3).

Evenmoresignificantly,27%offirmssaytheyarealreadyrealizingfinancialbenefitsfromtheirinvestmentsinGenAI,upfrom14%in2025(Fig.4).

“GenAIandtheriseofthechatinterfacewasamasstechnology

democratizationeventakintothelaunchofNetscapeandInternetExplorer,”explainedRogerBurkhardt,BroadridgeHeadofAI.

“Itopenedeveryone’seyestowhat’spossible,andnowthatithas

sorapidlybecomeembeddedacrosssomanyaspectsofthefinancialservicesworkflow,we’reseeingfirmsmoveevenfasterintothe

secondwaveofAIadoptionwithagenticagents.Aswelookahead,thefocusisreallygoingtoshifttoestablishingbenchmarksfor

quantifyingthebenefitsofthesetechnologiesastheymature.”

Fig.4MorefirmsfindROIinGenAI

Q:WhendoyouexpecttoseethefinancialbenefitsorreturnsfromyourinvestmentsinGenAI?

27%offirmssaid“wearealreadyseeingbenefits.”

27%

in2026

14%in2025

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

“AIischangingabsolutelyeverythingwedo,fromhumancapital—howweconductour

year-endreviews—tohowwecollatedatainternally,ingestdatafromexternalsources,andanalyzethatdata.Asaresult,morepeoplearespendingtimethinkingabouthowwecouldbedoingthingsdifferentlyacrossthewholeoperatingmodel,notjusttheadministrativetasks,buthowwepresentourselvestoinvestorstoo.”

ChiefOperatingOfficer,Europe-basedGlobalAssetManager

Fig.3EnterpriseAIintegrationtakesroot

Q:Whichofthefollowingtechnologiesarecurrentlybeingutilizedinyourcompany’soperations/processes?

GenAI/PredictiveAI+49ppYoY

31%

in2025

Cybersecuritytechnology

66%

in2025

Cloudplatformsandapplications

86%

2025&2026

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

80%

in2026

80%

in2026

+14ppYoY

KEYFINDINGS06

AgenticAIfront-runnersemerge,

buttheraceisstillwideopen

WhileGenAIhasbeensteadilyprovingitsvalueintheday-to-day

operationoffinancialservicesfirms,theadoptioncurveforagenticAIisstillintheearlyphases.Currently,justone-fourth(26%)offirmssaytheyareusingagenticAIintheirexistingoperations.ThatisfastwhenyouconsiderthatwidespreadagenticAIdevelopmentwork

reallybegantogainmomentumonlyinlate2024,butreal-worldusecasesarefarlessdevelopedthanwhatweseewithGenAI.

Still,despiteitslackofmaturity,agenticAIisshowingsignsofmorewidespreadintegrationamongthemostpioneeringfirms.

AmongthosecurrentlyusingagenticAI,51%havealreadymovedpastinitialplanningandpilottestingandarenowinactiveproduction

(Fig.5).Diggingdeeper,wefindthat57%offirmsarecurrently

makingmoderatetolargeinvestmentsinagenticAI,and15%offirmsanticipateincreasingthatinvestmentoverthenexttwoyears(Fig.6).

Fig.5Front-runnersbreakawayonagenticAI…fornow

Q:AtwhatstageisyourfirminadoptingagenticAI?

Fig.6AgenticAInowamongtoptechinvestments

Q:Whattechnologieshaveyouinvestedinoverthepast

26%

currentlyusing

agenticAI

51%

ofthosefirmsareinactiveproduction

12months,andwhichdoyouplantosignificantlyinvestinoverthenexttwoyears?

Cybersecurity90%

+17%

Cloud74%

+17%

GenAI66%

+19%

AgenticAI57%

+15%

PredictiveAI44%

+15%

FirmscurrentlyinvestingFirmsplanningtoincreaseinvestment

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudySource:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

“WithagenticAI,wearesavingalmost350hoursamonthinourKYC[KnowYourCustomer]functionalone.We’reabletoprocessdoublethevolumeofinformationwithouthiringdoubletheamountofpeopletomanuallyreviewit.It’sagamechanger.”

TechnologyLeader,U.S.-basedAssetManager

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

KEYFINDINGS07

Tokenizationonpacetoreshape

traditionalmarketstructure

Theothermegatrendwiththepotentialtoradicallyalterthevery

fabricoffinancialmarketsinfrastructureistokenization.Withfirms

likeRobinhoodandKrakenintroducingtokenizedequitytradingin

Europe;NasdaqandtheNewYorkStockExchangeseekingapproval

fromtheU.S.SecuritiesandExchangeCommission(SEC)toallow

investorstotradetokenizedstocksontheirexchanges;andthe

DepositoryTrust&ClearingCorporation(DTCC)receivingpermissiontoofferanewtokenizationservice,thetrade,clearing,andsettlementoftokenizedsecuritiesarequicklymovingfromspeculationtoreality.

Today,morethanhalf(54%)offirmsaremakingmoderateto

largeinvestmentsintokenizationanddigitalassetinfrastructure,and53%believeutilizationofblockchainanddistributedledger

technology(DLT)willhaveadramaticeffectonthewayassetsaresettled.Perhapsevenmoreimportantly,55%offirmsbelievethesetechnologieswillcreatenewopportunitiesacrosscapitalmarkets(Fig.7).

Withadoptionandinvestmentrisingfast,thestageisrapidlybeingsetforafinancialmarketplaceinwhichfirmswillneedtotravelparallel

pathsandconsistentlybridgethegapbetweentraditionalassetclassesandtradeandsettlementfunctionsandnewdigitalworkflows.

Globalregulatorshighlighttheimportanceofnavigatingthis

transitioncarefully,notingthatthetaxonomiesandsystemsusedtotransfer,process,andsettletokenizedsecuritiesmustbeinsyncwithtraditionalformatsandrecordkeepingmechanisms.

Successfultokenizationrequiresmorethanspecializedtradingandsettlementinfrastructure—itdemandsrobustgovernance,communications,andcorporateactionscapabilitiesthatare

integratedintothelargerfinancialmarketsecosystem.

“Cryptocurrencywasreallythegatewaytomorewidespread

acceptanceoftokenization,”saidRobKrugman,BroadridgeChief

DigitalOfficer.“Investorsareincreasinglydemandingsomeexposuretocryptointheirportfolios,andfirmsneedtobuildtheinfrastructuretosupportit.That’swhatwe’reseeingnow.Onceyouhavethe

infrastructuretosupportcrypto,itallgrowsrapidlyfromthere.”

Overall,firmsexpectamaterialamountofmoneymarkets,private

andalternativeinvestments,equities,andmutualfundsandETFstobetokenizedwithinthenextfiveyears(Fig.8).Basedoncurrent

activityinthesemarkets,however,theseambitiousestimatesmaybetooconservative.Whilecybersecurityandpotentialvaluationrisksarestilltopofmindamongmarketparticipants,changesarehappeningquicklythatarerewritingtheconventionalfinancialservicesplaybookinrealtime.

Fig.7Blockchaincreatesnewopportunitiesforgrowth

Q:Whatisyourlevelofagreementwiththefollowingstatementsrelativetoblockchain/DLTtechnologies?

BlockchainandDLTwillunlocknewcapitalmarketsopportunities+13ppYoY

55%

in2026

42%

in2025

44%

in2025

BlockchainandDLTwilldramaticallychangeassetsettlement+9ppYoY

53%

in2026

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

KEYFINDINGS08

“Tokenizationhasbecomemandatoryinthelast

year.Now,wheneverwethinkabouttransactionalmodes—whetherit)stradingoranythingtodowithclearingormovementofmoneyorstocks—we)rethinkingabouttherolethattokenizationisgoingtoplayinstreamliningthatprocess,anditisallmovingextraordinarilyquickly.”

TechnologyLeader,U.S.-basedWealthManagementFirm

Fig.8Masstokenizationexpectedinfiveyearsorless

Q:Ibelieveamateriallysignificantamountofthefollowingassettypeswillbetokenizedinthesetimeframes.

Mutualfunds,ETFs,UCITS

Privatecompanies

Otherreal-world

assets

4years4.5years5years5.5years

Moneymarkets

Private/alts

Equities

KEYFINDINGS09

“Howhardcanitbe?”

Firmsconfrontseriousquestionsaboutdataarchitecture,techstackreadiness

Asfirmsincreasinglystaketheirfuturesoninnovation,investingheavilyinAIandtokenization,criticalfoundationalflawsintheirunderlying

dataarchitectureandtechstacksarestartingtodemandserious

attention.Morethanfour-fifthsoffirms(84%)agreeitisimportantfortheirfront-,middle-,andback-officesystemstobeintegratedintoaunifiedplatformtosupporttheseinnovations(Fig.9),butformanyitwillbeachallenge.Infact,almosthalfoffirms(43%)saytheywillneedtobuildanentirelynewtechstackinordertothriveintheageofAI.

“Everyonewetalkwithagreesthatthebenefitsofrunningtheir

businessonanintegratedplatformcanhavesignificantimpacts

ontheirabilitytogrowquickly,improveoperatingefficiency,and

executemorestrategically,”saidJasonBirmingham,Broadridge

ChiefTechnologyOfficerandHeadofGlobalEngineering.“Themostcommonchallengefirmshavefacedinachievingthisvisionhasbeengettingthedataontologyright.ThatissueismagnifiedwhentalkingaboutscalingAIacrossafirm’scorecapabilities.Aunifiedplatformiskey.”

Fig.9Aunifiedplatformbecomesnon-negotiable

Q:Howimportantisitforyourorganizationthatfront-,middle-,andback-officesystemsareintegratedintoaunifiedplatform?

84%

thinkaunified

platformisimportant

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

“Howhardcanitbe?That’swhatIthoughtwhenIstartedworkingwith

myfirmonadataintegrationprojecttosupportanewAIinitiative.WhatIquicklyfoundwasthatour500-personorganizationhad12different

Microsofttenants,ninedifferentCRMsystems,and12differentHRmanagementsystems.Ithoughtitwouldbeasix-monthproject,andit’sbeen18monthsandwe’restillnotfinished.Yousimplycannot

overestimatehowchallengingitcanbetosynchronizedataglobally.”

TechnologyLeader,EuropeanGlobalAssetManager

KEYFINDINGS10

Talentdevelopmentcanmakeorbreakatransformationstrategy

Anotherchallengemanyfirmsarefacingastheymovedeeperintotheirdigitaltransformationjourneysisalackofskilledtalent.Infact,morethanone-thirdoffirms(38%)inour2026studysaylackof

skilledtalentistheirbiggestbarriertoadoptionofGenAI,upfrom28%in2025.Similarly,37%sayalackofskilledtalentispreventingthemfromadoptingagenticAI(Fig.10).

Fig.11FirmscomeupshortonAIeducation

Q:HowdoesyourfirmapproachemployeelearningandadoptionofAItechnologies?

65%

ThereisnoformalmandateorincentivetouseAI

61%

Trainingisencouragedbutwithoutformaladoptiontargets

57%

Learningandadoptionarerequiredforallemployees

54%

AIuseisrestricted/limitedduetocomplianceorriskconcerns

52%

RolesandcareerpathsareevolvingtoincorporateAIuse

41%

Function-specificproductivityorusagetargetsaredefined

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

Onecommonweakpointfoundinthetalentdevelopmentstrategiesofmanyfirmsisalackofformaltrainingorincentivesforadoptionamongemployees.

Overall,65%offirmssaytheyhavenoformalmandateorincentivesinplacetouseAI,and61%sayAItrainingisencouraged,buttherearenoformaltargetsinplace(Fig.11).

WhilemanyfirmsarestillrefiningtheirAItalentstrategies,othersseetheintroductionofAIasapotentialenablerthatwillhelpteamslearnandgrowfasterthaneverbeforepossible.

Fig.10TechmaturityandtalentslowAIadoption

Q:WhatispreventingyourfirmfromadoptingagenticAIandGenAI?

Waitingfortechtomature

Lackofskilledtalent

Regulatoryconstraints

Lackofbudget

LackofconfidenceinROI

Internalpolicyrestrictions

Changemanagementcapacity

Lackofleadershipsupport

AgenticAIGenAI

61%

37%

38%

31%

24%

28%

30%

26%

33%

21%

13%

19%

21%

16%

18%

74%

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

TechnologyLeader,EuropeanGlobalAssetManager

“TherealvaluecomesinhowAIishelpingusbridgethetalentgap.TheincreasedefficiencythatcomesalongwithAIallowspeopletogetmorecreative,toaskquestionstheyneverhadtimetoaskbefore,andmakesuretheyaresolvingtherightproblems.Itcreatesanopportunitytounlockvalueinnewanddifferentways.”

TAKEAWAYS11

Thewinner'splaybook

Digitizationandtechnologytransformationarenotnewconceptsinthefinancialservicesindustry.Eversincepaperledgersand

physicalsharecertificateswerefirstenteredintomainframe

computers,financialfirmshavebeenevolvingthewaytheymanagetheirbusinessestodrivefaster,moreaccurate,andbetter-informedoutcomes.Whatisnewtodayistherapidlycompoundingpaceatwhichthisinnovationishappening.

AlookbackatourfirstDigitalTransformation&Next-GenTechnologyStudy,whichwaspublishedinFebruary2021,feelsalmostquaintbycomparisontowhatwe’reseeingtoday.Sure,thebigthemeslikeAI

andblockchainwerepresent,andcloudwas,ofcourse,apriority,buttransformationwasstillunfoldingoverthecourseofadecades-longevolution.Now,seeminglyovernight,newtechnologieshavethe

powertoreconfigureconventionalmethodsofclientengagement,

transactionprocessing,riskandcompliance,andmore.Itisaworld

whereatechnologylikeagenticAI,whichwasstillinitsinfancywhenweconductedour2025study,isnowatoptechnologypriorityfortheworld’slargestfirms.

Somefirmsarebuilttothriveinthistypeofenvironment.Forothers,tryingtokeeppaceexposeschallengesacrossmanydifferentaspectsoftheirbusiness,frombudgettotalenttounderlyingtechnology

infrastructure.Whatarethekeycriteriathatseparatethetwo?

Throughoutourstudy,somecommontrendshavestartedto

emergeamongthosewhoarecontinuingtoconfrontbigchangeswithconfidence.

Bigbudgetshelp,butagilityistherealkeytosuccess

Firmsizeiscertainlyafactor.WhenwelookattheadoptionrateforagenticAI,forexample,wefindthatlargerfirmsaremostlikelytobeinmoreadvancedstagesofintegrationthansmallerfirms.Firmswith$250billionormoreinassetsundermanagementarealmosttwiceaslikelyasfirmswith$1–5billioninassetsundermanagementtohaveadoptedagenticAIandtobeactivelyusingitintheiroperations

(Fig.12).However,smallerfirmsaregainingquicklybyvirtueofhavinglesslegacytechnologydebtandtheabilitytointegratenewtechnologieswithspeed.

“Today,largerfirmsthathavealreadyinvestedinfoundational

technologiesarefindingiteasiertoevolvequicklyandadoptnew

capabilities,”saidGermánSotoSanchez,BroadridgeChiefProductandDigitalAssetsOfficer.“Butthereisabsolutelystillroomforfastfollowers.Thetechnologyisevolvingsoquicklythatit’smakingit

easiertoadoptforfirmsofeverysize.Therealkeydifferentiatorwillbethatfoundationalpiece—havingtherightcloudstrategy,havingyourdatahouseinorder—totakeadvantageoftheserapid

advances.”

Fig.12LargefirmsscalingagenticAI,butsmallerfirmsareclosingthegap

Q:AreyoucurrentlyinactiveproductionusingagenticAI?

17%

22%

29%

32%

$1B-$5B

$5B-$25B

$25B-$250B

$250B+

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

Source:Broadridge2026DigitalTransformation&Next-GenTechnologyStudy

OrderofMaturity

Notconsidering/

NotapplicableEarlyIntermediateAdvanced

TAKEAWAYS12

Noskimpingondataarchitecture

Whenwelookattherelativedigitalmaturityoffirmsacrossdifferentdigitalcapabilities,wefindaconcertedfocusonfoundationalplatformtechnology.WhileAIandtokenizationareclaimingthespotlight,

thefirmsthatareinthebestpositiontoseizetheopportunities

presentedbythesetechnologiesarethosethathaveprioritized

thingslikescalablecloud-nativeinfrastructure,unifieduserinterfaces,andtheabilitytoembedAIandanalyticsintoexistingsolutions

(Fig.13).

“Whenfirmstalkaboutmodernization,whatthey’rereallysayingis

theywanttosimplify,”saidSwatikaRajaram,BroadridgePresident,

BankBroker-Dealer.“Overmanyyearsofinnovation,acquisitions,andconsolidation,they’vebuiltmultiplelayersontopoftheirtechstacks,andastheybegintheprocessoftryingtosimplifythosesystems,

theystartuncoveringlotsofcomplexity.Thisreallyputsthefocusonfoundationalinfrastructureandtheabilitytosupportnotjusttoday’stechbutalsotomorrow’sinnovations.”

Truetransformationismultidisciplinary

Firmsarepressingaheadtogetanedgeonthenextbigthing—oftenwhilestillsortingoutthedetailsonthelastbigthing.Thrivinginthisenvironmentrequiresanabilitytoembracetheconstantpaceof

changewiththetechnologicalagilityandculturalflexibilitytoseize

newopportunitiesalongtheway,ofteninareasthatareoutsidea

firm’scoreareasofexpertise.ItmeansleaningintoAIandtokenizationwithoutlettinguponcloud,datainfrastructure,cybersecurity,and

everythingelseittakestorunacomplexbusinessinafast-moving

marketplace.Accordingly,whenweaskedfinancialservicestechnologyandoperationsleaderswhattheywoulddoiftheyhadamagicwandthatcouldacceleratetheirfirms’digitaltransformationjourneys,theanswersranthegamutfromcyber-resiliencetodataintegrationto

morepowerfulAI(Fig.14).

Fig.13Consensusbuildsforconsolidatedtech

Q:Whichofthefollowingtechnologicalcapabilitiesaremostimportanttoyourfirm,andhowwouldyouratetheirmaturity?

Modularcomponentsforflexibility

●

Cloud-nativeinfrastructuretha