Technology insights based on real conversations with leaders between April 2026 and June 2026.
Across recent market conversations, a consistent picture is emerging across technology leadership, transformation and change. While organisational context varies, the underlying themes are clear: cautious investment, sharper focus on delivery, and continued pressure to do more with less.
The market remains cautious and uneven, with confidence still fragile. While there are pockets of recovery globally, particularly outside Europe, decision-making continues to be slow and highly considered. Macro conditions and investor sentiment are still heavily influencing hiring and investment behaviour.
There is a clear sense that organisations are waiting for greater certainty, but cannot delay action indefinitely. The result is more selective and phased activity, with technology spend increasingly directed towards programmes that have a clear link to efficiency, resilience or measurable delivery outcomes.
Technology functions are now firmly centred on transformation, efficiency and delivery, rather than innovation for its own sake. ERP and enterprise platform transformation, data and analytics capability, AI exploration, target operating model redesign, and shared services or GBS development are the areas attracting most attention.
This reflects a shift from broad digital ambition to more targeted, outcome-driven programmes. Transformation is still the primary driver of activity, but it is increasingly cost-led rather than growth-led, focused on operational efficiency, simplification and structured delivery.
Organisations are prioritising finance and ERP transformation, HR and people transformation, system consolidation and operating model redesign. At the same time, there is recognition that delivery capability is inconsistent, with a growing gap between ambition and execution.
Data, AI and operating model maturity
AI remains high on the agenda, but real-world adoption is uneven. The conversation has moved beyond experimentation alone and is now more focused on data readiness, governance, risk, implementation frameworks and practical use cases.
More advanced organisations are starting to embed AI into workflows, while others remain in exploratory phases. The common constraint is that AI can only deliver meaningful value where the underlying data, processes and controls are strong enough to support it.
Alongside this, there is a sustained and structural focus on cost control across the technology function. Shared services and GBS models, offshore and nearshore capability, flatter organisational structures, and productivity through automation are all becoming more common. The “more with less” mindset is now a core operating principle rather than a temporary response.
Hiring and capability dynamics
Hiring within technology functions has shifted materially. Interim and contract hiring is outpacing permanent recruitment in many areas of the market, particularly for transformation roles. Permanent hiring is often focused at director or “minus one” level rather than full C-suite, with organisations delaying senior leadership appointments or testing capability through interim and programme-based roles.
There is also a clear increase in candidate supply, particularly at senior levels, which is creating more competitive processes and slower time-to-hire. The market is highly risk-aware, with a strong preference for proven operators who bring relevant sector experience and a clear delivery track record.
Reduced willingness to take bets on transferable or unconventional profiles is leading to more conservative hiring outcomes. Decisions are often shaped by internal pressure, cost control and accountability, rather than growth ambition alone.
Global market dynamics
There is increasing divergence across regions. Asia and India continue to show strong growth, investment and capability build-out. The US appears to be recovering, supported by broader advisory and leadership services. Europe, including the UK, remains flatter, more cautious and more competitive.
This regional variation is shaping opportunity levels and decision-making pace. Growth and investment remain stronger in Asia and parts of the US, while European markets continue to lag in confidence and speed of commitment.
The “more with less” mindset is now a core operating principle rather than a temporary response.
Industrial and manufacturing
Industrial and manufacturing organisations continue to show significant need for core systems and ERP transformation. Many are still operating with legacy platforms and fragmented data environments, which makes sequencing and delivery discipline critical. Decision-making can be slow, and interim capability is often used to create momentum and drive change.
Consumer and FMCG
In consumer and FMCG, the focus is on data, analytics and digital enablement. Transformation is being driven by margin pressure and efficiency requirements, with increasing demand for leaders who can connect data capability to commercial outcomes.
Private equity and portfolio businesses
Private equity and portfolio businesses remain highly active across technology transformation. The emphasis is on value creation, cost reduction and rapid delivery, creating strong demand for hands-on transformation leadership that can translate intent into pace and measurable results.
Technology, data centres and infrastructure
Technology, data centres and infrastructure continue to show growth in specific subsectors, particularly where organisations are scaling capability and building resilient platforms. Hiring remains timing-sensitive, with investment often phased carefully around demand and funding confidence.
Public sector and regulated environments
Public sector and regulated environments are seeing significant investment in large-scale transformation programmes. Governance complexity, funding structures and delivery risk remain persistent challenges, but there are opportunities for programme-led interim roles where delivery leadership is needed.
Hospitality, property and traditional sectors
Hospitality, property and other more traditional sectors remain more conservative and slower-moving. There is still heavy reliance on sector-specific experience, and transformation agendas typically lag behind industries where technology change is already more embedded.
Transformation as the core driver of technology demand
There is a decisive shift away from traditional IT leadership hiring towards transformation-led mandates. ERP, operating model redesign, data and platform transformation are now at the heart of most technology programmes.
Technology functions reshaped around cost and efficiency
The dominant agenda across organisations is cost control. Whether through shared services, offshoring, structural simplification or automation, technology functions are being redesigned to operate more efficiently at scale.
Interim leadership as a critical delivery lever
Interim and programme-based hiring has overtaken permanent recruitment in many areas of the market. Businesses are prioritising flexibility and delivery capability over long-term leadership commitments, particularly where transformation outcomes need to be achieved quickly.
AI moving from concept to controlled adoption
The discussion around AI has matured. The focus is now on governance, data readiness and practical application, rather than experimentation alone. However, organisational maturity remains inconsistent, and progress depends heavily on the quality of underlying data and process foundations.
Execution capability as the key differentiator
There is a growing gap between strategic ambition and delivery. Organisations are increasingly focused on leaders who can deliver outcomes, not just define strategy. In a cautious market, credibility is being defined by execution.
Taken together, the message from the market is clear. Technology functions are no longer being built for growth alone; they are being reshaped for resilience, efficiency and delivery.
Transformation is not slowing down, but it is becoming more focused, more pragmatic and far more outcome-driven. Organisations are investing where they can see tangible returns, and they are doing so with a clear bias towards flexibility, control and execution capability.
For technology leaders, the implication is straightforward: credibility in this market is defined by delivery. As we move into the next quarter, the differentiator will not be who sets the boldest technology agenda, but who can deliver the outcomes that matter.
Written by Byron Tarboton, Managing Director in BIE’s IT & Technology Leadership Practice
