As a new year begins, I find myself looking backward – not out of nostalgia, but to make sense of where we are going.
My professional life has unfolded inside organizations: large enterprises, public administrations, international projects, complex ecosystems where technology never lives alone. It lives among people, processes, incentives, cultures, and constraints. From early computing environments to global telecom infrastructures, from digital government programs to today’s AI-driven platforms, one lesson has remained constant: technology only matters when it meets reality.
In the early years, innovation meant scarcity. Limited compute, limited bandwidth, limited access. You learned discipline. Systems had to be understood deeply because you could not afford abstraction without responsibility. Technology was tangible, and so were its consequences.
As organizations grew and digitization accelerated, a new challenge emerged: scale. Not only technical scale, but organizational scale. Decision-making slowed. Silos formed. Technology became more powerful, yet often more distant from its original purpose – serving people and enabling better outcomes.
I have seen this pattern repeat itself across decades and sectors. Each technological wave arrives with promises of efficiency and transformation. And each time, the real bottleneck is not the tool – it is alignment:
alignment between strategy and execution,
between innovation and governance,
between human judgment and automated systems.
Today, Artificial Intelligence represents the most powerful – and delicate – wave so far.
AI is different not because it automates tasks, but because it touches cognition. It influences how decisions are made, how knowledge is accessed, how responsibility is distributed. Inside organizations, this changes everything: leadership models, accountability structures, skills, and even trust.
Looking at my past, I realize that every meaningful transformation I witnessed shared three traits:
Technology was introduced with a clear purpose, not as a fashionable add-on.
People were brought along the journey, not treated as a variable to optimize.
Governance evolved together with capability – never as an afterthought.
This is what I hope for in the year ahead.
AI can help organizations become more humane, not less. It can reduce bureaucracy instead of amplifying it. It can support professionals in making better decisions rather than replacing responsibility with probability. But only if we treat AI as a strategic system, not a standalone product.
The future of AI will not be decided by models alone. It will be shaped by how organizations choose to integrate intelligence into their values, their workflows, and their social contracts.
As I look forward, I carry with me the weight – and the privilege – of having seen multiple cycles of technological change. My expectation for this new year is not acceleration for its own sake, but direction: thoughtful, responsible, and human-centered.
The journey continues. And once again, the question is not what technology can do, but what kind of organisations – and societies -we want to become with it.
Have a wonderful 2026 !
