My Reflections from Tech Show 2026

Earlier this week, I attended the Tech Show London to explore emerging trends shaping artificial intelligence and data strategy. The event brought together data scientists, leaders, innovators, and practitioners across several countries and industries, discussing challenges of data centres, storage, operational efficiency, and AI adoption and integration. I noted that a deeper conversation about the human interface, leadership, job design, governance and Responsible AI was not prominent.

AI does not operate in isolation. It is deployed by people, overseen by people, and ultimately exists to serve people. I would argue that the human dimension should sit at the centre of every strategic decision about AI.

Research on AI adoption shows that it is surging. The 2025 AI Index Report from Stanford HAI reveals that 78% of organisations reported using AI in 2024, a significant jump from 55% the previous year. Similarly, McKinsey's 2025 State of AI survey found that over three quarters of organisations use AI in at least one business function.

Many organisations are struggling to keep pace with the scale and speed of AI evolution. The challenge is no longer about AI’s potential; it is how do organisations and their leaders adopt AI into core business operations to drive tangible value.

One of the most candid observations I took from the event is that some organisations are looking to senior leaders for strategic direction on AI; yet those same leaders are, in many cases, not yet equipped to fully evaluate or specify what their organisations need. This is not a criticism; it is an honest reflection of the pace of change.

AI capability is evolving faster than leadership development programmes can respond. The result is a growing gap; leaders are being asked to make decisions about technology they have not had sufficient opportunity to deeply understand. A question in one of the sessions put this into context: ‘What qualities should leaders in the AI world possess?’ The answer is the ability to understand human interface by blending digital fluency with profound human depth. Not just technical ability, but aspiration, judgment, and creativity.

How do we do this at scale, sustainably, and responsibly? I kept returning to this question and the need for job design, workflows, and the interfaces through which humans and AI systems interact to be a primary concern for leaders. Traditional leadership styles are built for slower, more predictable workplace culture. The era of AI means evolving leadership capabilities that can be trusted to make sound decisions about the future; trusted by their boards, their employees, their customers, their regulators, and wider stakeholders.

AI adoption will continue to accelerate alongside any investment in human capital to make the adoption sustainable. So, leadership development, ethical governance frameworks, thoughtful job design, culture of accountability are some of the areas of change required.

The organisations that will thrive in this era are not those that deploy AI fastest. They are those who deploy it most responsibly with leaders who understand not only what the technology will do, but what it means for the people who will use it.