What to expect from the tech sector in 2026 and how to prepare for what's coming

Each new year is usually accompanied by balance sheets, forecasts and resolutions for what is to come. But 2026 is not like other beginnings of the cycle because, as far as the technology sector is concerned, there is a deeper change. We are not dealing with a simple evolution of trends, but rather a fundamental readjustment that requires us to review decisions, priorities and frameworks for action. Technology continues to advance, but it is doing so in a context that requires more judgment than speed.

From spaces such as that of Santalucía Impulsa, where open innovation, real experimentation and collaboration between very diverse actors are promoted, it is clear that this will not be another year. It's time to reask basic questions before moving forward.

When moving forward ceases to be accumulating technology

For too long, technological progress has been measured in terms of the incorporation of more tools, more digital layers or more automation. In 2026, that approach begins to show obvious limits. The question is no longer how much is adopted, but what is actually transformed.

The organizations that are setting the pace are not the ones that add up technology in a reactive way, but rather those that use it to rethink their business model, their relationship with customers and their way of generating impact. The change is not incremental, but structural. And it requires renouncing inertia that, until recently, seemed untouchable.

Structural artificial intelligence

Artificial intelligence is no longer a pilot project or a one-off differential advantage. This year, AI will be part of the nervous system of many organizations, so now there is a risk of treating it as just another tool.

This involves reviewing decision flows, redefining responsibilities and assuming that some tasks no longer make sense as they were intended. It's not about replacing people, but about changing the kind of value they bring. Organizations that move forward judiciously are those that are learning to collaborate with intelligent systems without delegating strategic judgment to them.

As technology gains weight in critical decisions, governance ceases to be a technical or legal issue and becomes a strategic axis. In 2026, issues such as responsible use of data, algorithmic transparency or biases in automated systems directly affect trust.

Technological ethics is no longer a reputational layer. It is a condition of viability. Organizations that don't truly integrate these criteria will face increasing friction with customers, regulators and talent. Innovate Fast without good governance is no longer a sustainable option.

Talent as an ecosystem

Another of the great lessons learned from this restart is that talent cannot be solved with isolated profiles or with urgent hiring. Now the focus is shifting to continuous learning ecosystems.

Adaptability, critical thinking, technological understanding and business vision outweigh the specific mastery of a specific tool. And that forces us to rethink how talent is attracted, developed and connected inside and outside organizations.

The initiatives that work are those that create environments where learning is part of the work, not a parallel activity.

How to prepare when there is no manual

Faced with this scenario, preparing does not mean having all the answers, but rather formulating the questions better. Some levers that are proving to be key:

• Review which technologies provide real value and which respond only to external pressure.
• Identify critical dependencies and invisible technological risks.
• Foster hybrid teams where business, technology and strategic vision truly coexist.
• Create safe spaces to experiment without jeopardizing the main operation.
• Integrate ethical and impact criteria from the beginning of each initiative.

When everything seems to start all over again, the temptation is to accelerate. But this 2026 invites us to something different: to stop just enough to reorient. In other words, understanding that this return to the march does not erase the former, but rather forces us to evolve under new rules.

Technology will continue to advance, but the real challenge lies in how it is integrated into purposeful projects, into organizations that learn and into models that generate long-term trust.

Rather than anticipating the future, the challenge is to start building it judiciously. And that construction begins today, in the way in which it is decided, experimented and collaborated.