While 2025 was the year of automation, 2026 is building on that trend to layer on more sophisticated technologies that help us provide a more human experience. For example, highly sensitive sentiment detection and a more fulsome approach to agent training is less about how human customer care representatives can be eliminated and more about how we can make the customer experience better.

We've heard for years that customer service will be transformed by artificial intelligence. But between the transformative ideas of the future to what CX frontline teams are experiencing every day, there is a reality that no one is talking about.

As consumer expectations have evolved over time, businesses have been exploring new ways to move up the value chain. Customers no longer just buy products or services; they also buy into the experience that comes with them. It’s what we know as the Experience Economy.

In recent years, the corporate landscape has evolved, with remote teams becoming increasingly common. There is no doubt that this shift offers substantial financial benefits; the cost savings can be significant, as the need for office space, utilities, and other expenses decreases. For employees, working remotely offers greater flexibility and improves their overall quality of life. However, companies have been navigating remote work for some time now, and most corporations have growing concerns about productivity and employee engagement.

Whether facing an economic downturn or striving to meet shareholders' expectations, business leaders often turn to cost-cutting measures to improve profitability. Not all costs carry the same weight. Some costs are good, while others are bad. Cutting bad costs is straightforward, generally makes a lot of sense, and is therefore easier to do. But what happens when we are forced to consider reducing the good costs?