Tech leaders predict 2026, part 2: Labor market, work culture, and leadership

Questions around culture, capability, and the very nature of human contribution are moving from the margins to the centre of strategic planning. So what exactly does 2026 hold for the future of work, leadership, and workforce dynamics? We asked the experts.

If 2024 was the year AI entered the mainstream, and 2025 was the year companies scrambled to turn experimentation into policy, then 2026 is shaping up to be the moment leaders stop debating whether AI will reshape work—and start confronting what those shifts mean for talent, roles, and organisational identity.

From the rapid rise of agentic AI redefining task ownership, to a labour market recalibrating around adaptability, judgment, and uniquely human skills, the coming year will reveal how well organisations have prepared for a world where work is continuously redesigned. Cultural resilience, leadership maturity, and the ability to integrate technology without eroding trust will become competitive differentiators.

We asked experts across industries for their perspectives, predictions, and provocations on what’s coming next. Here is who participated:

• Lele Cao, Sr Principal AI/ML Researcher at King (Microsoft Gaming)
• Kirill Groshkov, CTO at Natural Cycles
• Ludvig Strand, Emerging Tech & AI Future Analyst at Axel Johnson
• Cecilia Borg, interim CTO/VP Eng at Be Afraid and Do IT Anyway
• Yogesh Malik, Way2Direct / New Tech Investor / Global CTIO / CTO & CIO of the Year 2017 / Customer / Data Flows
• Jaco Bosman, Head of Technology & AI at Impala Studios
• Carrie Carrasco, Director OpenShift Platform at Red Hat
• Goran Cvetanovski, CEO at Hyperight
• Lobo Olsson, Director of Engineering at HelloFresh

Read the part one of this article here.

Skills, hiring & talent

What hiring trends will define 2026: skills-based, remote-first, project-based, or something else?

“I see a mix of remote-first for individual contributor roles, office-centric for leadership, and cross-functional."

Jaco Bosman

Lele Cao:

Skills-and-outcomes-based: portfolios, real impact, and AI fluency will matter more than titles, degrees, or geography. We’ll also see more "mission fit" hiring, where candidates are selected for how they think about AI, ethics, and long-term value, not just technical competence.

Cecilia Borg:

Developers who are great at collaborating with different disciplines, with a nose for business and solving problems, will be in demand in the coming year.

Kirill Groshkov:

I expect the trend of "coming back to the office" to continue in 2026. We'll see fewer "fully remote" jobs, more hybrid ones instead.

Carrie Carrasco:

I believe it will be a combination of knowledge and experience-based.

Yogesh Malik:

Hiring in 2026 will shift toward “work from anywhere” and values-based selection. Companies will prioritize people who align with the mission, culture, and can contribute in unique, unconventional ways. Skills matter, but shared values and distinctive impact will matter even more.

Which skills or roles will be most in demand, and which might become obsolete?

“The ability to quickly learn and adapt will be in demand. In the near term, the direct effect is on knowledge, and what we see essentially is a sort of price collapse in intelligence. So now you can get master-level analytical quality at a factor of 1.5 million times lower. So it's sort of a price collapse on intelligence. So what we bring to the table has to be more than mere intelligence, and I think there's also a huge distinction between, and it's a bit cheap using the word intelligence, but knowledge perhaps. I think there's a huge distinction between having knowledge and having intuition, and the strategic intuition and gut feeling that we, as humans, contribute that I don't find in the uh AI models yet. "

Ludvig Strand

Jaco Bosman:

Right or wrong, I think the "AI product manager" will be in demand in 2026. I don't believe any roles will be obsolete in 2026.

Cecilia Borg:

Senior developers who can resonate and develop scalable tech with AI. "Coders only" will become obsolete.

Goran Cvetanovski:

Technical roles will remain essential for now, but the next real shortage will be hybrid talent, meaning people who combine tech literacy with business acumen and strong communication. These professionals can translate business needs into data workflows and AI processes, and interpret AI outputs into real decisions. Roles built around routine execution or static documentation will fade as automation accelerates. Organizations that develop this hybrid capability will have a clear advantage.

Carrie Carrasco:

In demand: all AI-related roles; collaborative skills, teamwork in multi-disciplinary teams. Obsolete: all admin work that will be automated, as well as intermediary work.

Lele Cao:

Hybrid profiles that combine ML, data, and domain expertise (e.g., product, game design, economics) will be in the highest demand, along with people who can design human–AI systems, not just models. Roles that only move information between tools without adding judgment, creativity, or context will quietly become obsolete.

How will AI-driven recruitment change the candidate experience and employer brand?

“In our recruitment at Natural Cycles, we had to adapt to the fact that (almost) any technical challenge can be solved (or coded) to near 100% by AI. So, our interview focus shifted completely to the "explainability" and understanding of the solution. Plus, honesty and transparency: many candidates somehow expect it's "bad" to use AI for the technical challenge and sometimes refuse to admit it, which we flag. We believe it's completely acceptable to use AI for the technical challenge, as the candidate would after being hired."

Kirill Groshkov

Lele Cao:

I am not very sure about this question, but I believe employers that can explain how their AI screens and selects candidates will build trust; the rest will risk being seen as opaque and unfair.

Cecilia Borg:

AI will automate most of the hiring funnel, from screening, matching, and even initial communication, but I believe the trade-offs will start to show. Companies chasing speed over substance will alienate the very talent they want. Quick feedback to candidates using AI-driven recruitment processes will improve a company's employer brand.

Lobo Olsson:

I think we will see a clear divide between companies that encourage AI use in hiring and those that hire for people with AI skills, and those that try to prevent AI use in hiring. I think the second group will struggle a lot more - they will both burn some candidates by having more restrictive hiring processes, but I also think their brands will suffer.

Jaco Bosman:

The winners will be those who re-humanize hiring, using AI as support, not a gatekeeper, and keeping real people in the conversation where it matters.

Goran Cvetanovski:

Recruitment is becoming increasingly challenging, at least for me. AI-generated CVs, portfolios, and cover letters make candidates look identical, so assessing authenticity requires deeper evaluation. The bigger question is how we hire for skills that do not yet exist but will be essential in the near future. Companies will need new assessment models that measure adaptability, AI literacy, and cross-functional thinking, not just past experience. Employer brands that clearly articulate which future skills they value will attract stronger talent.

Carrie Carrasco:

It will change it totally. Caution! We need to look for EQ in candidates, as AI is good at identifying IQ.

Are companies shifting more toward vibe coding or cultural alignment when hiring remote teams?

“Yes, with better support for AI tools and agents for efficiency and communication, I believe allowing remote hires and vibe coding is a must and will benefit practicing companies greatly."

Lele Cao

Cecilia Borg:

Vibe coding will be used for prototyping; for real coding, people need to judge scalable solutions.

Lobo Olsson:

I think cultural alignment is still the most important thing. I don't see any tech organization seriously considering vibe-coding as a core skillset. Some prototyping, etc, among Product/Design/business people, sure, but not among the core tech people, and these prototypes are also less about vibe coding and more about creating clear specifications/expectations.

Jaco Bosman:

I believe attitude and energy matter, and candidates/teams who adapt fast and bring positive momentum often stand out in interviews, but cultural alignment remains the real predictor of success.

Goran Cvetanovski:

“Vibe coding” and GenAI demos are becoming the new PowerPoint, great for illustrating ideas but not production-ready. Real engineering still matters. Cultural alignment remains important for remote teams, but organizations are learning that enthusiasm for GenAI prototypes is not a substitute for technical depth. Anything intended to operate in an enterprise-grade environment requires solid engineering, governance, and security.

Work, culture & leadership

How will company culture evolve in the era of hybrid and AI-augmented work?

“Companies that can develop belonging with the help of a strong purpose narrative and culture will thrive."

Cecilia Borg

Yogesh Malik:

Company culture in the AI-augmented hybrid era will depend heavily on values and how deeply people can relate to them. With work happening everywhere, culture will shift from physical presence to shared purpose, trust, and clarity. The companies that thrive will anchor culture in values, not location or office space.

Goran Cvetanovski:

Culture will not dramatically shift by 2026. Most organizations are still experimenting with where AI fits into daily workflows. I believe the real change will come around 2028, when we begin to see formal Human-Machine-AI teams, or even fully Machine-AI units, embedded into the organizational structure. That will be the first major cultural and operational redesign driven directly by AI.

Lele Cao:

Organizations that normalize "AI as collaborator" while still rewarding human curiosity and craftsmanship will have a clear edge.

Kirill Groshkov:

Since the cost of "the code" or "technical solution" goes to zero, the focus should be on understanding and explainability of AI-assisted solutions. Producing code becomes cheaper, reviewing the code (the one that needs to meet high-quality standards, not "vibe coding prototypes" necessarily) becomes harder, and it requires more innovation. I see the imbalance - AI has quickly learned to produce large amounts of "acceptable" code, but hasn't learned as much to review it and maintain quality and cohesion. There are fewer "wow effects" in code reviews and "requests for changes".

Jaco Bosman:

The next evolution of company culture will be about information. The era of “go find it in Confluence” or “check the shared drive” is ending. Employees won't want to hunt through Confluence pages, documents, or ask for information. They will expect relevant insights, decisions, and updates delivered to them at the right time.

Carrie Carrasco:

Culture will dissolve if leadership fails to care for it. It must be on the leadership's agenda.

What leadership traits will define successful organisations by 2026?

“I am not sure things will change in 2026 but future leaders will blend business acumen, technical fluency, and empathy. They will know how to give AI systems clear instructions, design effective workflows, and engage with operational details when needed. Just as importantly, they will guide employees through uncertainty and change. The human side of leadership will matter even more in an AI-augmented organization."

Goran Cvetanovski

Kirill Groshkov:

Being able to quickly adapt to the changing world is ever more needed leadership skill.

Jaco Bosman:

Leadership that ensures psychological safety, freedom, and autonomy in the workplace and ensures everyone feels part of decisions.

Cecilia Borg:

Communication and ability to relay business strategy in a way that appeals to all employees.

Lele Cao:

Clear narrative, openness to being challenged by evidence, technical curiosity, and ability to reason about systems and data.

Carrie Carrasco:

Integrity and strong communication.

Yogesh Malik:

By 2026, the most successful leaders will stand out through consistency, alternative thinking, and clear direction. They’ll communicate goals with precision, challenge conventional assumptions, and provide steady guidance in an unpredictable environment, creating confidence and alignment across their teams.

How will younger generations entering the workforce influence priorities like flexibility, diversity, and purpose?

“Younger generations will push organizations to prioritize work-from-anywhere flexibility, strong purpose, real diversity, and sustainability. They expect employers to stand for something meaningful, offer freedom in how and where they work, and build inclusive cultures. Their influence will reshape workplace priorities faster than ever."

Yogesh Malik

Lele Cao:

Younger talent might treat flexibility and impact as a baseline expectation and will select employers based on learning velocity and real impact, not just brand.

Jaco Bosman:

I think the influence on diversity will take a backseat, and the non-negotiables will remain flexibility, meaningful work, an ethical stance, and growth.

Carrie Carrasco:

I believe so. New generations will take on leadership roles that will break the status quo.

Cecilia Borg:

Gig economy with contractors helping several companies. Companies need a strong purpose to attract full-time employees.

Is asynchronous work here to stay, or will we see a return to office collaboration by 2026?

“Return to the office for most larger companies. I think smaller companies, start-ups etc are going to continue to focus on hybrid setups."

Lobo Olsson

Jaco Bosman:

I think async is here to stay and should be for focused work. Office time will become more about trust building, discovery, collaboration, and decisions. Expect two to three anchor days for teams that need it and more for underperformers.

Lele Cao:

Async work is here to stay, I believe. At least, async-first, while high-bandwidth collaboration is reserved for specific phases and moments.

Yogesh Malik:

While some in-person collaboration will remain valuable, most organizations won’t return to fully office-working models. Flexibility has become a baseline expectation, and hybrid work blending productivity with purposeful connection will define 2026.

Cecilia Borg:

Return to the office for companies that need to pivot often; otherwise, they'll stagnate.

What’s the biggest workplace myth that might die by 2026?

“Breaking silos within organizations - start with aligning first."

Carrie Carrasco

Jaco Bosman:

Hours as a proxy for impact or productivity.

Yogesh Malik:

The biggest workplace myth that may disappear by 2026 is that physical presence is required for real decision-making. Leaders are proving that effective strategy, alignment, and high-stakes decisions can happen from anywhere. The idea that impact depends on being in the room will finally fade.

Lele Cao:

"Time spent in meetings or the office equals impact" will become increasingly untenable in an AI-native organization.

Goran Cvetanovski:

Work–life balance. We are already shifting from measuring hours to measuring outcomes, and AI will accelerate that trend. The pressure to deliver more, faster, will increase rather than decrease. Individuals will need to set their own boundaries much more consciously because AI will reshape expectations of what “productive” looks like.

How are leaders adapting to keep culture alive in increasingly digital organisations?

Cecilia Borg:

They're not, that's the problem. They need to ensure every person can relate how the work they're doing every day ladders up to the objectives of the company. This is important because not a single person will be able to orchestrate the change that needs to happen.

Jaco Bosman:

This is a struggle, I believe, that many face today and will continue to face going forward.

Lele Cao:

Increasingly, digital organizations are often small and highly distributed, but that doesn’t make culture optional. Good leaders design lightweight rituals and natural, transparent information flows (often AI-assisted) so people can see how decisions are made, contribute from anywhere, and still feel part of a coherent story.

Kirill Groshkov:

Natural Cycles has been a fully remote organization since 2020 (Covid). But every year lately, we see how valuable our rare in-person meetings can be. Gladly, we are keeping a few events per quarter to have a chance to meet your colleagues in person and build relationships.

Yogesh Malik:

Leaders are largely adapting by going with the flow, embracing new digital trends, and trying to keep pace with rapid change. Rather than rigid playbooks, they’re experimenting, listening more, and evolving culture in real time to keep teams connected in increasingly digital organizations.

Goran Cvetanovski:

We are all learning in real time. There is no established playbook for maintaining culture in a hybrid, AI-augmented organization. What remains constant is the need to hire strong people and create an environment where they can collaborate, experiment, and grow. Culture will increasingly be shaped by the systems and platforms teams work within, not just by top-down directives.

Carrie Carrasco:

Leaders at the top are not adapting. The bottleneck is at the top.

Labour market & society

How will automation and AI reshape the balance between job creation and job loss by 2026?

Yogesh Malik:

By 2026, AI will create both job gains and losses — but the balance will shift upward. Automation will remove lower-value tasks, while humans move up the value chain to define context, strategy, and direction. AI will operate within that evolving context, enabling new roles rather than just replacing old ones. Lele Cao:

We’ll probably see more job restructuring than pure job loss: many roles will be re-bundled around human judgment, coordination, and creativity, with AI taking over the routine layers. The real divide will be between organizations that invest in re-skilling at scale and those that treat automation as a one-off cost cut.

Jaco Bosman:

I think the biggest risk is uneven re-skilling. I don't think 2026 is going to be the year of absolute job loss.

Goran Cvetanovski:

We will not see a meaningful shift by 2026. Most layoffs today are driven by macroeconomic conditions, not AI. If anything, AI is currently creating more work, because the systems are messy and require significant human oversight, integration, and governance. The real structural changes will come later, once enterprises reach true AI operational maturity.

Which regions or sectors will face the biggest talent shortages or surpluses?

Jaco Bosman:

Entry-level and junior roles will shrink dramatically. Tasks that once served as a learning ground, like basic testing, data cleanup, copywriting, support tickets, and simple coding, are being automated or handled by AI agents. This creates a generation of skilled-but-unproven talent with nowhere to gain experience.

Lobo Olsson:

Surplus: customer care for sure. AI is getting better and better at answering questions, and is already very good at analyzing sentiments from the internet, etc. I suspect that the future of customer care is more about strategic decision-making, and almost all roles that do manual work, such as answering phones, will disappear soon.

Lele Cao:

I guess we might see acute shortages in AI-fluent product, data, and engineering talent in Europe and parts of Asia that are pushing for digital sovereignty and in-house AI.

Goran Cvetanovski:

Shortages: AI Engineers, Data Engineers. Surpluses: Admin, Sales, Marketing, Services.

What kind of new jobs might emerge in the next two years that don’t exist today?

Yogesh Malik:

In the next two years, we’ll see entirely new roles emerge, like Value Ambassadors who connect the heart of the business to business outcomes. Business Process Leads who redesign workflows for AI, and AI Prompt Managers who shape and govern how intelligent systems operate. These jobs reflect a shift toward guiding AI, not just using it.

Lele Cao:

New roles will appear around AI behavior and safety in the wild. These are people who tune, monitor, and debug fleets of agents interacting with users, markets, or players. We’ll also see more hybrid roles like AI-powered experience designer, synthetic data curator, and "agent ops" engineers who run AI systems like always-on products, not one-off models.

Goran Cvetanovski:

We are already seeing new roles like AI Product Executives, AI Enablers, AI Adoption Officers, and AI Translators. The next wave could include workflow architects, HPC engineers, context engineers, agent orchestrators, and business-AI integration specialists. These roles sit exactly where most organizations struggle today: bridging the gap between models, processes, and real business outcomes.

Cecilia Borg:

Product Engineering - vibe coding people who work with product.

Summary

If 2026 has a defining theme, it’s that the future of work is no longer theoretical. It’s operational. AI isn’t just changing tasks; it’s reshaping expectations, culture, leadership, and the very nature of contribution. The organisations that thrive will be those that treat talent as a long-term ecosystem, not a pipeline; that build cultures strong enough to withstand digital acceleration; and that lead with clarity, adaptability, and purpose. Work is being redesigned in real time, and the companies ready to evolve with it will set the pace for everyone else.

Read the part one of this article here.