The tech outlook for 2026: Building capability, confidence and cloud-first futures
As we look ahead to 2026, it’s clear that the technology landscape is entering a more mature, but no less complex, phase. The last few years have been defined by the rapid adoption of cloud-first strategies, the explosion of generative AI, and an urgent need to modernise legacy platforms. What we’re seeing now is a shift from experimentation to execution and a prioritisation of systems that truly add value.
At Leighton, our focus has always been on helping organisations navigate change in a way that’s pragmatic, sustainable and scalable as business grow. Reflecting on the past year and looking ahead, several themes stand out that will shape how organisations invest, build and operate over the next 12–18 months.
It’s impossible to talk about the future without mentioning AI. Generative and agentic AI have dominated conversations throughout 2025, and that momentum will continue into 2026. However, what’s changing is the nature of those conversations.
Most organisations are now beyond simple curiosity. They’re asking harder questions about governance, data readiness, risk and real-world application. There’s still plenty of exploration happening, but it’s increasingly grounded in business outcomes rather than experimentation for the sake of it.
In engineering teams, we expect AI to become a genuine peer rather than just a productivity tool. I anticipate that AI will meaningfully verify up to 40% of the code, documentation and tests we write next year. This isn’t about replacing engineers, it’s about supporting them, improving quality, and freeing up their time to focus on higher-value design and problem-solving.
We’re also seeing AI applied across business workflows supporting customers in managing inbound tickets, shaping product backlogs, and supporting operational decision-making. AI-driven AWS workflows are already proving their value here. The opportunity in 2026 will be scaling these responsibly, with the right controls and transparency in place.
While AI grabs headlines, cloud modernisation continues to be the bedrock of meaningful digital transformation. Over the past year, we’ve seen strong growth in AWS migration and modernisation, particularly around refactoring applications into serverless and container-based architectures.
Customers are no longer just focused on getting to the cloud, they want to optimise what they already have. Cost optimisation, resilience, security and performance are now board-level concerns. For us, and for our customers, this is where deep AWS expertise and strong engineering discipline really matter.
In 2026, organisations that succeed will be those that treat cloud as a living platform, not a one-off programme. Continuous improvement, automation and observability will be essential, particularly as environments become more complex and AI-driven workloads increase.
Another major shift we’ve seen is in how organisations engage with technology partners. Traditional, project-based delivery models are giving way to longer-term strategic relationships.
At Leighton, this has been central to how we’ve evolved our operating model. How consultancies resource their projects is changing rapidly, while we still see demand for individual specialists, we’re also seeing increasing demand for full expert teams to take projects from start to finish.
This level of involvement in projects allows us to influence not just the technology decisions, but the operating models, ways of working and governance structures that underpin success. That blend of strategic input and hands-on engineering is where we believe the greatest value lies.
This year – alongside Spyrosoft and Opencast – we also founded the Digital Capability Exchange UK. As a membership-based organisation the exchange allows tech consultancies to access a trust ecosystem of talent and use available talent from others benches and share project opportunities that require specific expertise. The goal is to offer companies within our space a smarter, more sustainable way to meet project demand.
The talent landscape continues to evolve rapidly. Demand is shifting away from narrow specialisms towards broader, more adaptable skill sets. AI literacy is no longer confined to engineers, it’s increasingly expected across all sorts of roles, from business analysts and product owners to Scrum Masters and delivery leads.
Remote delivery remains a key enabler of productivity, but increasingly the demand for face-to-face collaboration is becoming a key requisite for customers. Our approach is to combine flexible working with strong regional delivery hubs, particularly across Newcastle, Leeds and Manchester, allowing teams to come together when it really counts.
Skills shortages persist, which means organisations must think differently about attraction, retention and development. At Leighton, we’re investing heavily in learning time, communities of practice and inclusive career pathways. Growing sustainably means growing our people as much as our capabilities.
As technology becomes more powerful, the responsibility that comes with it is growing too. AI governance, data privacy and ethical design are now central to most customer conversations.
Sustainability reporting is increasingly appearing in RFPs and influencing buying decisions. For SMEs, this comes with a real cost but it’s also an opportunity to lead by example. Accessibility is no longer optional it’s a baseline expectation, and rightly so.
One of my biggest concerns looking ahead is the risk that organisations prioritise AI outputs over governance and ethics. Just because something is technically possible doesn’t mean it’s appropriate. Building trust and guidance around this, with customers, regulators and colleagues, will be a defining factor in 2026.
In terms of sector focus, we continue to see strong momentum in travel, retail and utilities. Utilities and energy present particularly exciting opportunities around optimisation, predictive maintenance and sustainability-driven innovation.
Healthcare is another area to watch closely, especially where AI can support faster diagnosis and better patient experiences. Across all sectors, the emphasis is shifting towards proven value, faster ROI and reduced risk. Many organisations are choosing off-the-shelf solutions where they might previously have built from scratch, making integration and optimisation skills even more critical.
Looking ahead to 2026, our ambition is to deepen our position as the North’s go-to AWS partner for cloud modernisation and progress to Premier Tier Partner status. We’re expanding our regional footprint, growing our QA and Data & AI practices, and continuing to invest in our people and culture.
We’re also committed to playing a bigger role in the regional tech ecosystem. Scaling the AWS North Community Conference into a flagship annual event and contributing to initiatives like the AI Zone are part of putting the North East firmly on the map as a cloud and AI hub.
What excites me most is seeing colleagues grow into roles that didn’t exist just a few years ago. What keeps me awake at night is the pace of change and the risk of burnout that comes with it. Our challenge in 2026 is not just to innovate, but to do so sustainably, ethically and humanely.
The organisations that succeed won’t be those chasing every new trend, they’ll be the ones building strong foundations, empowered teams and technology that truly serves its purpose.
As we look ahead to 2026, it’s clear that the technology landscape is entering a more mature, but no less complex, phase. The last few years have been defined by the rapid adoption of cloud-first strategies, the explosion of generative AI, and an urgent need to modernise legacy platforms. What we’re seeing now is a shift from experimentation to execution and a prioritisation of systems that truly add value.
At Leighton, our focus has always been on helping organisations navigate change in a way that’s pragmatic, sustainable and scalable as business grow. Reflecting on the past year and looking ahead, several themes stand out that will shape how organisations invest, build and operate over the next 12–18 months.
It’s impossible to talk about the future without mentioning AI. Generative and agentic AI have dominated conversations throughout 2025, and that momentum will continue into 2026. However, what’s changing is the nature of those conversations.
Most organisations are now beyond simple curiosity. They’re asking harder questions about governance, data readiness, risk and real-world application. There’s still plenty of exploration happening, but it’s increasingly grounded in business outcomes rather than experimentation for the sake of it.
In engineering teams, we expect AI to become a genuine peer rather than just a productivity tool. I anticipate that AI will meaningfully verify up to 40% of the code, documentation and tests we write next year. This isn’t about replacing engineers, it’s about supporting them, improving quality, and freeing up their time to focus on higher-value design and problem-solving.
We’re also seeing AI applied across business workflows supporting customers in managing inbound tickets, shaping product backlogs, and supporting operational decision-making. AI-driven AWS workflows are already proving their value here. The opportunity in 2026 will be scaling these responsibly, with the right controls and transparency in place.
While AI grabs headlines, cloud modernisation continues to be the bedrock of meaningful digital transformation. Over the past year, we’ve seen strong growth in AWS migration and modernisation, particularly around refactoring applications into serverless and container-based architectures.
Customers are no longer just focused on getting to the cloud, they want to optimise what they already have. Cost optimisation, resilience, security and performance are now board-level concerns. For us, and for our customers, this is where deep AWS expertise and strong engineering discipline really matter.
In 2026, organisations that succeed will be those that treat cloud as a living platform, not a one-off programme. Continuous improvement, automation and observability will be essential, particularly as environments become more complex and AI-driven workloads increase.
Another major shift we’ve seen is in how organisations engage with technology partners. Traditional, project-based delivery models are giving way to longer-term strategic relationships.
At Leighton, this has been central to how we’ve evolved our operating model. How consultancies resource their projects is changing rapidly, while we still see demand for individual specialists, we’re also seeing increasing demand for full expert teams to take projects from start to finish.
This level of involvement in projects allows us to influence not just the technology decisions, but the operating models, ways of working and governance structures that underpin success. That blend of strategic input and hands-on engineering is where we believe the greatest value lies.
This year – alongside Spyrosoft and Opencast – we also founded the Digital Capability Exchange UK. As a membership-based organisation the exchange allows tech consultancies to access a trust ecosystem of talent and use available talent from others benches and share project opportunities that require specific expertise. The goal is to offer companies within our space a smarter, more sustainable way to meet project demand.
The talent landscape continues to evolve rapidly. Demand is shifting away from narrow specialisms towards broader, more adaptable skill sets. AI literacy is no longer confined to engineers, it’s increasingly expected across all sorts of roles, from business analysts and product owners to Scrum Masters and delivery leads.
Remote delivery remains a key enabler of productivity, but increasingly the demand for face-to-face collaboration is becoming a key requisite for customers. Our approach is to combine flexible working with strong regional delivery hubs, particularly across Newcastle, Leeds and Manchester, allowing teams to come together when it really counts.
Skills shortages persist, which means organisations must think differently about attraction, retention and development. At Leighton, we’re investing heavily in learning time, communities of practice and inclusive career pathways. Growing sustainably means growing our people as much as our capabilities.
As technology becomes more powerful, the responsibility that comes with it is growing too. AI governance, data privacy and ethical design are now central to most customer conversations.
Sustainability reporting is increasingly appearing in RFPs and influencing buying decisions. For SMEs, this comes with a real cost but it’s also an opportunity to lead by example. Accessibility is no longer optional it’s a baseline expectation, and rightly so.
One of my biggest concerns looking ahead is the risk that organisations prioritise AI outputs over governance and ethics. Just because something is technically possible doesn’t mean it’s appropriate. Building trust and guidance around this, with customers, regulators and colleagues, will be a defining factor in 2026.
In terms of sector focus, we continue to see strong momentum in travel, retail and utilities. Utilities and energy present particularly exciting opportunities around optimisation, predictive maintenance and sustainability-driven innovation.
Healthcare is another area to watch closely, especially where AI can support faster diagnosis and better patient experiences. Across all sectors, the emphasis is shifting towards proven value, faster ROI and reduced risk. Many organisations are choosing off-the-shelf solutions where they might previously have built from scratch, making integration and optimisation skills even more critical.
Looking ahead to 2026, our ambition is to deepen our position as the North’s go-to AWS partner for cloud modernisation and progress to Premier Tier Partner status. We’re expanding our regional footprint, growing our QA and Data & AI practices, and continuing to invest in our people and culture.
We’re also committed to playing a bigger role in the regional tech ecosystem. Scaling the AWS North Community Conference into a flagship annual event and contributing to initiatives like the AI Zone are part of putting the North East firmly on the map as a cloud and AI hub.
What excites me most is seeing colleagues grow into roles that didn’t exist just a few years ago. What keeps me awake at night is the pace of change and the risk of burnout that comes with it. Our challenge in 2026 is not just to innovate, but to do so sustainably, ethically and humanely.
The organisations that succeed won’t be those chasing every new trend, they’ll be the ones building strong foundations, empowered teams and technology that truly serves its purpose.
As we look ahead to 2026, it’s clear that the technology landscape is entering a more mature, but no less complex, phase. The last few years have been defined by the rapid adoption of cloud-first strategies, the explosion of generative AI, and an urgent need to modernise legacy platforms. What we’re seeing now is a shift from experimentation to execution and a prioritisation of systems that truly add value.
At Leighton, our focus has always been on helping organisations navigate change in a way that’s pragmatic, sustainable and scalable as business grow. Reflecting on the past year and looking ahead, several themes stand out that will shape how organisations invest, build and operate over the next 12–18 months.
It’s impossible to talk about the future without mentioning AI. Generative and agentic AI have dominated conversations throughout 2025, and that momentum will continue into 2026. However, what’s changing is the nature of those conversations.
Most organisations are now beyond simple curiosity. They’re asking harder questions about governance, data readiness, risk and real-world application. There’s still plenty of exploration happening, but it’s increasingly grounded in business outcomes rather than experimentation for the sake of it.
In engineering teams, we expect AI to become a genuine peer rather than just a productivity tool. I anticipate that AI will meaningfully verify up to 40% of the code, documentation and tests we write next year. This isn’t about replacing engineers, it’s about supporting them, improving quality, and freeing up their time to focus on higher-value design and problem-solving.
We’re also seeing AI applied across business workflows supporting customers in managing inbound tickets, shaping product backlogs, and supporting operational decision-making. AI-driven AWS workflows are already proving their value here. The opportunity in 2026 will be scaling these responsibly, with the right controls and transparency in place.
While AI grabs headlines, cloud modernisation continues to be the bedrock of meaningful digital transformation. Over the past year, we’ve seen strong growth in AWS migration and modernisation, particularly around refactoring applications into serverless and container-based architectures.
Customers are no longer just focused on getting to the cloud, they want to optimise what they already have. Cost optimisation, resilience, security and performance are now board-level concerns. For us, and for our customers, this is where deep AWS expertise and strong engineering discipline really matter.
In 2026, organisations that succeed will be those that treat cloud as a living platform, not a one-off programme. Continuous improvement, automation and observability will be essential, particularly as environments become more complex and AI-driven workloads increase.
Another major shift we’ve seen is in how organisations engage with technology partners. Traditional, project-based delivery models are giving way to longer-term strategic relationships.
At Leighton, this has been central to how we’ve evolved our operating model. How consultancies resource their projects is changing rapidly, while we still see demand for individual specialists, we’re also seeing increasing demand for full expert teams to take projects from start to finish.
This level of involvement in projects allows us to influence not just the technology decisions, but the operating models, ways of working and governance structures that underpin success. That blend of strategic input and hands-on engineering is where we believe the greatest value lies.
This year – alongside Spyrosoft and Opencast – we also founded the Digital Capability Exchange UK. As a membership-based organisation the exchange allows tech consultancies to access a trust ecosystem of talent and use available talent from others benches and share project opportunities that require specific expertise. The goal is to offer companies within our space a smarter, more sustainable way to meet project demand.
The talent landscape continues to evolve rapidly. Demand is shifting away from narrow specialisms towards broader, more adaptable skill sets. AI literacy is no longer confined to engineers, it’s increasingly expected across all sorts of roles, from business analysts and product owners to Scrum Masters and delivery leads.
Remote delivery remains a key enabler of productivity, but increasingly the demand for face-to-face collaboration is becoming a key requisite for customers. Our approach is to combine flexible working with strong regional delivery hubs, particularly across Newcastle, Leeds and Manchester, allowing teams to come together when it really counts.
Skills shortages persist, which means organisations must think differently about attraction, retention and development. At Leighton, we’re investing heavily in learning time, communities of practice and inclusive career pathways. Growing sustainably means growing our people as much as our capabilities.
As technology becomes more powerful, the responsibility that comes with it is growing too. AI governance, data privacy and ethical design are now central to most customer conversations.
Sustainability reporting is increasingly appearing in RFPs and influencing buying decisions. For SMEs, this comes with a real cost but it’s also an opportunity to lead by example. Accessibility is no longer optional it’s a baseline expectation, and rightly so.
One of my biggest concerns looking ahead is the risk that organisations prioritise AI outputs over governance and ethics. Just because something is technically possible doesn’t mean it’s appropriate. Building trust and guidance around this, with customers, regulators and colleagues, will be a defining factor in 2026.
In terms of sector focus, we continue to see strong momentum in travel, retail and utilities. Utilities and energy present particularly exciting opportunities around optimisation, predictive maintenance and sustainability-driven innovation.
Healthcare is another area to watch closely, especially where AI can support faster diagnosis and better patient experiences. Across all sectors, the emphasis is shifting towards proven value, faster ROI and reduced risk. Many organisations are choosing off-the-shelf solutions where they might previously have built from scratch, making integration and optimisation skills even more critical.
Looking ahead to 2026, our ambition is to deepen our position as the North’s go-to AWS partner for cloud modernisation and progress to Premier Tier Partner status. We’re expanding our regional footprint, growing our QA and Data & AI practices, and continuing to invest in our people and culture.
We’re also committed to playing a bigger role in the regional tech ecosystem. Scaling the AWS North Community Conference into a flagship annual event and contributing to initiatives like the AI Zone are part of putting the North East firmly on the map as a cloud and AI hub.
What excites me most is seeing colleagues grow into roles that didn’t exist just a few years ago. What keeps me awake at night is the pace of change and the risk of burnout that comes with it. Our challenge in 2026 is not just to innovate, but to do so sustainably, ethically and humanely.
The organisations that succeed won’t be those chasing every new trend, they’ll be the ones building strong foundations, empowered teams and technology that truly serves its purpose.
As we look ahead to 2026, it’s clear that the technology landscape is entering a more mature, but no less complex, phase. The last few years have been defined by the rapid adoption of cloud-first strategies, the explosion of generative AI, and an urgent need to modernise legacy platforms. What we’re seeing now is a shift from experimentation to execution and a prioritisation of systems that truly add value.
At Leighton, our focus has always been on helping organisations navigate change in a way that’s pragmatic, sustainable and scalable as business grow. Reflecting on the past year and looking ahead, several themes stand out that will shape how organisations invest, build and operate over the next 12–18 months.
It’s impossible to talk about the future without mentioning AI. Generative and agentic AI have dominated conversations throughout 2025, and that momentum will continue into 2026. However, what’s changing is the nature of those conversations.
Most organisations are now beyond simple curiosity. They’re asking harder questions about governance, data readiness, risk and real-world application. There’s still plenty of exploration happening, but it’s increasingly grounded in business outcomes rather than experimentation for the sake of it.
In engineering teams, we expect AI to become a genuine peer rather than just a productivity tool. I anticipate that AI will meaningfully verify up to 40% of the code, documentation and tests we write next year. This isn’t about replacing engineers, it’s about supporting them, improving quality, and freeing up their time to focus on higher-value design and problem-solving.
We’re also seeing AI applied across business workflows supporting customers in managing inbound tickets, shaping product backlogs, and supporting operational decision-making. AI-driven AWS workflows are already proving their value here. The opportunity in 2026 will be scaling these responsibly, with the right controls and transparency in place.
While AI grabs headlines, cloud modernisation continues to be the bedrock of meaningful digital transformation. Over the past year, we’ve seen strong growth in AWS migration and modernisation, particularly around refactoring applications into serverless and container-based architectures.
Customers are no longer just focused on getting to the cloud, they want to optimise what they already have. Cost optimisation, resilience, security and performance are now board-level concerns. For us, and for our customers, this is where deep AWS expertise and strong engineering discipline really matter.
In 2026, organisations that succeed will be those that treat cloud as a living platform, not a one-off programme. Continuous improvement, automation and observability will be essential, particularly as environments become more complex and AI-driven workloads increase.
Another major shift we’ve seen is in how organisations engage with technology partners. Traditional, project-based delivery models are giving way to longer-term strategic relationships.
At Leighton, this has been central to how we’ve evolved our operating model. How consultancies resource their projects is changing rapidly, while we still see demand for individual specialists, we’re also seeing increasing demand for full expert teams to take projects from start to finish.
This level of involvement in projects allows us to influence not just the technology decisions, but the operating models, ways of working and governance structures that underpin success. That blend of strategic input and hands-on engineering is where we believe the greatest value lies.
This year – alongside Spyrosoft and Opencast – we also founded the Digital Capability Exchange UK. As a membership-based organisation the exchange allows tech consultancies to access a trust ecosystem of talent and use available talent from others benches and share project opportunities that require specific expertise. The goal is to offer companies within our space a smarter, more sustainable way to meet project demand.
The talent landscape continues to evolve rapidly. Demand is shifting away from narrow specialisms towards broader, more adaptable skill sets. AI literacy is no longer confined to engineers, it’s increasingly expected across all sorts of roles, from business analysts and product owners to Scrum Masters and delivery leads.
Remote delivery remains a key enabler of productivity, but increasingly the demand for face-to-face collaboration is becoming a key requisite for customers. Our approach is to combine flexible working with strong regional delivery hubs, particularly across Newcastle, Leeds and Manchester, allowing teams to come together when it really counts.
Skills shortages persist, which means organisations must think differently about attraction, retention and development. At Leighton, we’re investing heavily in learning time, communities of practice and inclusive career pathways. Growing sustainably means growing our people as much as our capabilities.
As technology becomes more powerful, the responsibility that comes with it is growing too. AI governance, data privacy and ethical design are now central to most customer conversations.
Sustainability reporting is increasingly appearing in RFPs and influencing buying decisions. For SMEs, this comes with a real cost but it’s also an opportunity to lead by example. Accessibility is no longer optional it’s a baseline expectation, and rightly so.
One of my biggest concerns looking ahead is the risk that organisations prioritise AI outputs over governance and ethics. Just because something is technically possible doesn’t mean it’s appropriate. Building trust and guidance around this, with customers, regulators and colleagues, will be a defining factor in 2026.
In terms of sector focus, we continue to see strong momentum in travel, retail and utilities. Utilities and energy present particularly exciting opportunities around optimisation, predictive maintenance and sustainability-driven innovation.
Healthcare is another area to watch closely, especially where AI can support faster diagnosis and better patient experiences. Across all sectors, the emphasis is shifting towards proven value, faster ROI and reduced risk. Many organisations are choosing off-the-shelf solutions where they might previously have built from scratch, making integration and optimisation skills even more critical.
Looking ahead to 2026, our ambition is to deepen our position as the North’s go-to AWS partner for cloud modernisation and progress to Premier Tier Partner status. We’re expanding our regional footprint, growing our QA and Data & AI practices, and continuing to invest in our people and culture.
We’re also committed to playing a bigger role in the regional tech ecosystem. Scaling the AWS North Community Conference into a flagship annual event and contributing to initiatives like the AI Zone are part of putting the North East firmly on the map as a cloud and AI hub.
What excites me most is seeing colleagues grow into roles that didn’t exist just a few years ago. What keeps me awake at night is the pace of change and the risk of burnout that comes with it. Our challenge in 2026 is not just to innovate, but to do so sustainably, ethically and humanely.
The organisations that succeed won’t be those chasing every new trend, they’ll be the ones building strong foundations, empowered teams and technology that truly serves its purpose.
