The 2026 CIO agenda: What IT trends are CIOs really focused on? Part 3 of 8
- 16 hours ago
- 2 min read
Below are the eight IT trends that are top of mind for CIOs in 2026. While they are not necessarily new, remember that trends evolve continuously, which means their relevance increases or decreases over time. In this series, we will look at the trends one by one in greater detail. For each trend, you’ll read what it is, what it means for IT, and what the strategic implications are for the CIO role. We’ll also see what this requires in terms of leadership and organizational maturity.
The eight IT trends for 2026
AI is no longer an innovation topic; it is a governance issue
Autonomous teams without orchestration architecture create organized chaos
Platform-first strategies: complexity is IT’s largest invisible cost
Confidential computing is no longer a legal discussion; it is an architectural choice
Citizen development is inevitable; chaos is optional
Ecosystems: IT value increasingly exists outside the organization
The convergence of low-code and high-code
You cannot build a digital strategy on analog foundations
The impact of these trends varies by organization. Factors such as regulation, industry, company size, board-level digital ambition, and the current state of the core IT landscape all play a role. Let’s unpack trend number three.
3. Platform-first strategies: Complexity is IT’s highest invisible cost
Complexity is rarely intentional. Instead, it is usually the result of years of incremental compromises. Do you recognize the following: Additional applications, custom solutions, business-specific exceptions and overlapping SaaS tools often seem reasonable in isolation. Collectively, however, they create a structural problem.
This complexity appears in organizations that operate multiple CRM systems, several integration platforms or multiple low-code environments simultaneously. Each individual decision was defensible. Together, they make IT expensive, slow and fragile.
Challenge
A CIO faces a complexity problem when costs continue to rise without a visible increase in speed or functionality. Other indicators include long impact assessments, dependence on scarce specialists and difficulty onboarding new employees.
A platform-first strategy means deliberately building the IT landscape around a limited number of strategic platforms rather than around individual applications or projects. Generic capabilities such as integration, data, workflow, security and development are implemented once and reused across the organization.
This approach demands difficult decisions to be made. Organizations must decide which platforms are strategic, which are not... and where standardization takes precedence over customization. In the short term, flexibility may decrease. However, in the medium term, organizations gain speed, scalability and predictability.
The real challenge lies in making these choices and consistently adhering to them. Everyone supports reducing complexity and cost, but not when it affects their own convenience or functionality.
Action
In the short to medium term, organizations must identify strategic platforms and freeze further proliferation. Over time, consolidation and rationalization must follow. This also requires allocating real capacity to actively retire legacy systems, rather than merely expressing intent.
Architecturally, this involves a clear platform architecture, a preference for standardization over customization and explicit exit strategies.
The IT landscape becomes simpler but also more restrictive. As a result, CIOs must consistently say no to exceptions. Boards must confront the question of whether they are willing to give up functionality or autonomy in exchange for structural cost and risk reduction.
Want to regain control of growing complexity? Reach out
Niels van Lieshout
Principal Director Technology
T: +31 650657444
