The contact center crystal ball for 2026:
AI, ambitions, and adoption in practice

What will shape contact centers in 2026 – and how should companies respond?

Looking ahead to 2026, there is no doubt that AI and automation will play an even greater role in contact centers in 2026. The interesting question is therefore not whether the technology will be widely adopted, but rather how and why it will be used.

At Zylinc, we already see very different ambitions and agendas among the companies we work with – and we expect this diversity to become even more pronounced in the year ahead.

Many paths to AI – and very different objectives

One of the defining characteristics of 2026 will be the way companies use AI technology for very different purposes.

For some, the primary goal is efficiency. Here, we see a strong focus on automating routine tasks such as generating call summaries and assigning reason codes. Voice bots are also increasingly viewed as a more modern alternative to traditional IVR menus. At the same time, many organizations are exploring the potential of real-time agent assist, with the expectation that it can reduce training and onboarding needs while providing agents with better support during live interactions.

Other companies take a more insight-driven approach. Their focus is on gaining a deeper understanding of customer needs and behavior in order to design and target customer service more effectively. At the same time, there is a growing demand for better insight into agent strengths and development areas, giving management a stronger foundation for coaching and skills development.

“We don’t see a single AI agenda, but many. What matters most is that companies are clear about what they actually want to achieve before they choose the technology,” says Henrik Skourup, Commercial Manager at Zylinc.

Adoption happens at different speeds

As always, new technologies are adopted at different speeds – and AI is no exception. Some companies will be early adopters, while others will wait to see results from organizations similar to their own.

Organizational priorities also play a major role. In many companies, customer service is not necessarily first in line when internal AI resources are allocated.

As a result, some contact centers will either have to wait – or opt for more ready-made, out-of-the-box solutions from external vendors rather than building their own custom AI services.

From our perspective, this is both a sensible and recommended approach. Standard solutions are typically designed to address the most common needs and can deliver value faster with less complexity.

The role of leadership: Goals before tools

AI ranks high on the agenda in many executive teams – and for good reason. But as with any new technology, there is a risk that the focus shifts more toward possibilities than prerequisites. The companies that gain the most value from AI in the contact center are usually those that are very clear about their goals, have a solid understanding of the organizational changes the technology requires, and actively work to embed those changes among employees.

“AI is not just an IT project. To a large extent, it is a leadership and organizational project,” emphasizes Henrik Skourup.

Resistance is a natural part of technological change

When new technology is introduced, resistance almost always emerges. This is a well-known dynamic: pressure creates counterpressure. Resistance is rarely irrational; it is often driven by fears of job loss, uncertainty about the unknown and complex, and the feeling of losing control over one’s daily work and processes. In addition, ethical concerns may arise for example, around perceived surveillance, algorithmic bias, and the risk that human interaction is replaced by technology.

People are not necessarily opposed to change – but they may be concerned about what the change means for them personally. This places demands on a company like Zylinc and, of course, on our customers.

As developers of AI services, our responsibility goes beyond building the technology itself. We must also help foster transparency and open dialogue with users about how new solutions work, how they are used, and how they affect everyday work.

At the same time, companies themselves have a clear responsibility to actively engage in dialogue, manage expectations, and invest in skills development – so that AI becomes a “good colleague” rather than a threat.

2026: A year of experimentation – and learning

All in all, we expect 2026 to be another exciting and educational year for contact centers. A year in which many companies truly put AI to the test – some with bold ambitions, others in a more cautious and pragmatic way.

What successful organizations will have in common is that they start with a clear purpose, consider people and organization – not just technology – and view AI as a means to better customer and employee experiences, not as a goal in itself.