One of the clearest messages from the meeting was that digital transformation is no longer an optional initiative. The combination of more mature artificial intelligence, more flexible robotics and increasing competitive pressure is widening the gap between companies that learn and execute quickly, and companies that remain in isolated experiments without direction.<\/p>\n
Today many organisations are doing \u201csomething\u201d with artificial intelligence. The difference is whether that \u201csomething\u201d responds to a roadmap connected to the company\u2019s competitive strategy, or whether it is a set of scattered initiatives that neither scale nor generate internal traction.<\/p>\n
What a hybrid system is (and is not) in 2026<\/strong><\/h2>\nDuring the discussion an essential point was clarified: a hybrid system is not half human and half machine. It is a system in which each part does what it does best and integrates with intention.<\/p>\n
\n- On the one hand, artificial intelligence and automation increase capability: they turn data into useful information, reduce operational workload and help make decisions faster and with higher quality.<\/li>\n
- On the other hand, human talent remains the element that leads: it defines objectives, interprets context, manages risks, prioritises and makes decisions.<\/li>\n<\/ul>\n
As explained by the Head of Artificial Intelligence Architecture at Sopra Steria<\/strong>, Eduardo S\u00e1nchez, industrial reality requires human supervision, control and the ability to bring solutions into real operations. Value arrives when it is well integrated into processes, not when it remains in demonstrations.<\/p>\nAlong the same lines, the Sales Director for Spain and Portugal at Dassault Systemes<\/strong>, Fernando Garc\u00eda, stressed that integration is not limited to production: it also impacts planning, new product launches, formulation, quality, regulatory compliance and the relationship with the market. The hybrid approach is transversal.<\/p>\nWhy 2026 is not \u201cjust another year\u201d<\/strong><\/h2>\nDuring the webinar several reasons were shared as to why we are facing a structural change:<\/p>\n
\n- Technological acceleration with practical application<\/strong>
\nThe progress of artificial intelligence has been very fast, but what is different now is its deployment in concrete cases with return, connected to real processes.<\/li>\n- Technology more accessible to industry<\/strong>
\nAvailable infrastructure, more mature tools and widespread adoption have reduced barriers. Technology is within reach\u2026 and that raises the competitive bar.<\/li>\n- Competition and consumers as drivers of change<\/strong>
\nThe market pressures companies to innovate faster, personalise and reduce friction. And consumers, increasingly informed, push towards new standards.<\/li>\n- Regulatory complexity as a strategic variable<\/strong>
\nIn an environment with different requirements by countries and markets, having digital support to anticipate impacts and reduce risks becomes a lever of competitiveness.<\/li>\n<\/ol>\nThe talent factor: the ultimate multiplier<\/strong><\/h2>\nOne particularly relevant idea was the relationship between hybrid systems and talent. Artificial intelligence does not only automate: it also amplifies capabilities.<\/p>\n
\n- Teams with a high level can multiply their impact.<\/li>\n
- Profiles anchored in rigid ways of working can become a real brake for the organisation.<\/li>\n<\/ul>\n
This connects with a growing challenge: attracting and retaining profiles capable of driving transformation. If an organisation does not evolve, it stops being attractive for professionals who seek to contribute in advanced environments. As a result, the competitive gap also opens through the most critical path: people.<\/p>\n
Changes in roles: when contribution is redefined<\/strong><\/h2>\nDuring the discussion a phenomenon already visible in many organisations was highlighted: part of the intermediate roles traditionally focused on collecting and transferring information face a profound change. If systems automatically generate reports and monitoring dashboards, the value shifts towards:<\/p>\n
As explained by the Head of Artificial Intelligence Architecture at Sopra Steria<\/strong>, Eduardo S\u00e1nchez, industrial reality requires human supervision, control and the ability to bring solutions into real operations. Value arrives when it is well integrated into processes, not when it remains in demonstrations.<\/p>\n Along the same lines, the Sales Director for Spain and Portugal at Dassault Systemes<\/strong>, Fernando Garc\u00eda, stressed that integration is not limited to production: it also impacts planning, new product launches, formulation, quality, regulatory compliance and the relationship with the market. The hybrid approach is transversal.<\/p>\n During the webinar several reasons were shared as to why we are facing a structural change:<\/p>\n One particularly relevant idea was the relationship between hybrid systems and talent. Artificial intelligence does not only automate: it also amplifies capabilities.<\/p>\n This connects with a growing challenge: attracting and retaining profiles capable of driving transformation. If an organisation does not evolve, it stops being attractive for professionals who seek to contribute in advanced environments. As a result, the competitive gap also opens through the most critical path: people.<\/p>\n During the discussion a phenomenon already visible in many organisations was highlighted: part of the intermediate roles traditionally focused on collecting and transferring information face a profound change. If systems automatically generate reports and monitoring dashboards, the value shifts towards:<\/p>\nWhy 2026 is not \u201cjust another year\u201d<\/strong><\/h2>\n
\n
\nThe progress of artificial intelligence has been very fast, but what is different now is its deployment in concrete cases with return, connected to real processes.<\/li>\n
\nAvailable infrastructure, more mature tools and widespread adoption have reduced barriers. Technology is within reach\u2026 and that raises the competitive bar.<\/li>\n
\nThe market pressures companies to innovate faster, personalise and reduce friction. And consumers, increasingly informed, push towards new standards.<\/li>\n
\nIn an environment with different requirements by countries and markets, having digital support to anticipate impacts and reduce risks becomes a lever of competitiveness.<\/li>\n<\/ol>\nThe talent factor: the ultimate multiplier<\/strong><\/h2>\n
\n
Changes in roles: when contribution is redefined<\/strong><\/h2>\n
![\"AINIA](\"https:\/\/www.ainia.com\/wp-content\/uploads\/2026\/02\/JORNADA-FUTURO_PROGRAMA-01-1-1024x536.jpg\")
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