2026年全球技术报告：引领智能时代：致胜当下，塑造未来

Contents 03Foreword Luminary spotlight 24Realizingvalue fromtech investment 04research06 strategies amidcontinual disruption20 recommendations Intelligence Age for the next wave Foreword We stand at the threshold of the Intelligence Age, aperiod defined by an unprecedented pace of innovation and profound uncertainty, wheretechnology is no longer just a tool, but a force reshaping the very fabric of business and society. Artificial Intelligence (AI) is rewriting the rules ofcompetition, quantum breakthroughs loom on the horizon, and geopolitical uncertainty adds another layer of complexity. The forces shaping ourworld are leaving organizations and individuals grappling with what comes next. Predictions range from dystopian visions of a jobless future anda share market implosion to dismissals of AI as mere hype. Amid this dissonance, reasoned analysis is important.This report cuts through the speculation by grounding insights inBuilding a culture that welcomes change is critical, though fearsAs you read this report, I encourage you to reflect on the question: about job security persist. Encouragingly, most organizationsanticipate only modest reductions in permanent human roles overthe next 2 years, and high performers emphasize investing in peoplealongside AI innovation. Despite some extreme predictions, perhapsthere is hope for a future where technology augments rather thanreplaces human potential.Can we thrive amid disruption? The answer I believe lies in rejectinghype, embracing evidence, and committing to strategies that balanceambition with rational thinking. data collected from 2,500 tech executives worldwide. Our researchshows that organizations are moving beyond the early phase of‘AI roulette’, placing scattered bets on multiple technologies, andare now embedding AI into workflows and offerings, striving toscale investments.Yet, scaling is complex. Consistent with our last report, technical debt,organizational silos, and talent shortages remain stubborn barriers. Despite these challenges, optimism runs high. Half of tech executivesexpect to reach top maturity by 2026, but only 11 percent are theretoday. In this report we explore if ambition can match reality andwhether in parallel to delivering on today’s agenda, organizations canmaintain an eye on the next wave of tech innovation.The return on investment (ROI) picture is equally nuanced. Adoptionis rapid, but returns vary widely, shaped by factors that include diligent Australia’s Commercial Office. Guy’s career in technology spans over30 years and he has worked in senior leadership roles for global consulting andtechnology companies in Europe and ASPAC. Working with senior businessleaders and C-suite executives, he helps organizations across a wide range ofindustries to harness technology and data to transform, innovate and createbusiness advantage. Global Leader,CIO Center of ExcellenceKPMG International governance, execution discipline, and organizational agility. Against thisbackdrop, static planning is becoming obsolete. To thrive, organizationsneed adaptive strategies that embrace flexibility and speed. About the research 43%Europe, Middle Eastand Africa (EMEA)29% automotive, consumer and retail, energy, financial services,government, healthcare and life sciences, industrial manufacturing,and tech and telecom.10%31% This study is based on a survey of:2,500 techexecutivesfrom27countries Financial Services Healthcare and Asia-Pacific (ASPAC)28% Technology and telecom 10%Consumer and retail Americas Industrial manufacturing KPMG Global tech report 2026|4© 2026 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved. Meetthehighperformers The breakdown ofrespondents is as follows: This report includesvaluable insightsfrom interviews with eight seniorcorporate leaders and professionals.These participants were: 50%Members of theC-suite10% Dean Bortz Director, AI Go-To-Market, GoogleRohit Gupta Founder and CEO, Auditoria.AIZack Kass Represented by just five percent of the tech executives we surveyed, they stand out fortheir advanced implementation across core technologies, mature operational practicesand ability to generate significant returns on their digital tech investments.This year, we define high performers using three key dimensions: Global AI advisor, thought leader, and former Head ofGo-To-Market, OpenAIPhil Mottram 31%Vice President Techmaturity In one of the top two maturity stages in at least five of the 10 technology categories Executive Vice President and Chief Sales Officer, HPESeth Patton measuredProcessmaturity Director9% General Manager, Product Marketing, Microsoft 365 CopilotNoelle RussellAI Solutions Architect and Strategic Advisor, CEO, At the highest level of maturity in at least five of the 10 technology functions measured AI Leadership InstituteUmesh SachdevCo-founder and CEO, Uniphore Repo