Artificial Intelligence Revenues Would Need to Grow by 80 Percent Annually
Benedikt Langer
4 min. reading time Stijn Van Nieuwerburgh of Columbia Business School calculates that AI investment ...
Read Article
6 min read
The Key Takeaways
- 2026 will be the year of AI consolidation: Companies must decide which AI investments to scale – and which to discontinue.
- The regulatory wave – AI Act, NIS2 Directive, Corporate Sustainability Reporting Directive (CSRD), and Data Act – will hit operational workflows with full force in 2026.
- Talent strategy is now a C-suite priority: The tech skills shortage is intensifying, while AI reshapes required competencies.
- Cybersecurity spending is surging to record levels – driven by regulation, insurance requirements, and increasingly sophisticated threats.
- Sustainability is shifting from a reporting obligation to a strategic investment driver: ESG performance directly influences cost of capital and customer preferences.
Every year in early January, executives resolve to think more strategically. Every year by mid-March, they’re back deep in day-to-day operations. In 2026, that cycle must break – because five decisions, made in the first quarter, will define competitiveness for the next three to five years.
These decisions don’t concern individual departments alone – they affect the entire enterprise. They demand cross-functional thinking, substantial investment, and the courage to make difficult, far-reaching choices. Here are the five topics that belong on every C-suite agenda.
Decision 1: Clean up your AI portfolio
2025 was the year of AI experimentation. Every department launched pilot projects, built proof-of-concepts, and evaluated tools. In 2026, consolidation must follow.
An honest inventory will reveal this reality: One-third of AI projects deliver genuine business value. Another third holds potential – but requires scaling investments. And one-third should be terminated.
Termination is the hardest decision. Sunk-cost thinking and internal politics keep underperforming projects alive. Yet every euro spent on a valueless AI initiative is a euro diverted from initiatives with real potential. A formal AI portfolio review – with clear exit criteria such as ROI thresholds, adoption rates, and technical feasibility – is the single most critical step for Q1 2026.
Decision 2: Adopt a Regulatory Roadmap
The EU AI Act will be fully enforced starting August 2025. NIS2 affects over 30,000 companies in Germany. The Corporate Sustainability Reporting Directive (CSRD) will apply from 2026 to all large capital companies. The Data Act grants customers new rights regarding data access and cloud provider switching.
It’s tempting to tackle each regulation in isolation. A better approach is an integrated compliance roadmap that leverages overlaps. The data classification required under the AI Act is identical to that needed for both the CSRD and the Data Act. Likewise, the risk management processes mandated by NIS2 complement those required under the Digital Operational Resilience Act (DORA).
Without a coordinated regulatory roadmap, organisations risk duplication of effort, budget overruns and compliance fatigue. With coordination, however, regulation becomes an opportunity to structurally strengthen governance and data quality.
Decision 3: A Talent Strategy for the AI Era
The IT skills shortage will intensify further in 2026 – while, at the same time, the competencies required are undergoing a radical shift. Pure programming skills are losing value, while AI proficiency, data literacy, and domain expertise are gaining prominence.
Three strategic options are available: First, upskilling – training existing staff to become proficient AI users. Second, talent acquisition – hiring AI specialists deliberately and strategically. Third, outsourcing – engaging specialised AI partners for implementation and operations.
The right answer is almost always a combination of these approaches. But determining the optimal weighting demands an honest assessment: Can our company attract top-tier AI talent? Do our employees possess the foundational skills needed for upskilling? Which AI competencies are so strategically critical that we must build them in-house?
Decision 4: Elevate Cybersecurity to the Boardroom Level
The cyber threat landscape is escalating across multiple fronts in 2026: AI-powered attacks, geopolitically motivated intrusions, and increasingly professionalised ransomware groups.
At the same time, expectations from insurers and regulators are rising. Cyber insurers now demand technical assessments – not just questionnaires. Under the EU’s NIS2 Directive, company executives face personal liability for cybersecurity shortcomings.
The strategic decision for 2026: Treat cybersecurity not as an IT line item, but as a strategic investment – budgeted and overseen at board level. That means: a dedicated cybersecurity report in quarterly board briefings, explicit board-level accountability, and an investment plan calibrated to the current threat landscape – not simply last year’s budget plus 5 per cent.
Decision 5: Position sustainability as a value driver
CSRD reporting is mandatory. But the strategic choice lies elsewhere: Is sustainability treated as a compliance burden or as a value driver?
The data tell a clear story: Companies with strong ESG performance secure more favourable financing terms. B2B customers are increasingly demanding CO2 footprints from their suppliers. And talent – especially those under 35 – selects employers based on sustainability criteria.
2026 is the year when CSRD data will first be comparable across companies. Firms that possess high-quality data and communicate them strategically will gain credibility with investors, customers and talent. Those treating sustainability as an onerous compliance exercise will miss the pivotal moment when ESG evolves from a cost factor into a key differentiator.
Frequently Asked Questions
Which of the five decisions is most urgent?
AI portfolio rationalisation – because it frees up operational capacity required for all the other decisions. Without a clear AI strategy, organisations lack the resources needed to address regulation, build talent, and invest in cybersecurity.
What should the 2026 cybersecurity budget be?
A rule of thumb: 10-15% of the IT budget; for companies in highly regulated sectors or with high threat exposure, up to 20%. More important than the absolute figure is how funds are allocated: prevention and detection deliver greater value than insurance premiums.
Can AI help alleviate the skills shortage?
Yes – on two levels. In the short term, AI boosts productivity for existing teams: a developer using AI tools can be as productive as two developers working without them. In the long term, AI lowers entry barriers into tech roles and enables domain experts – without formal technical training – to engage in data-driven work.
How do I coordinate across multiple regulations?
By establishing an integrated compliance function that treats the EU AI Act, NIS2 Directive, Corporate Sustainability Reporting Directive (CSRD), and Data Act as a single, unified programme. The key enablers are a shared data foundation and cross-functional governance. External consultants can support setup – but coordination must be embedded internally.
What’s the biggest mistake C-level executives can make in 2026?
Carrying on as before. The convergence of AI-driven disruption, mounting regulatory pressure, and geopolitical uncertainty demands proactive, strategic decision-making. Companies operating on autopilot – hoping problems will resolve themselves – will fall behind in 2026.
Image source: Unsplash / Isaac Smith
Translated from the German original using artificial intelligence. The German version is authoritative.
Read next
- Data-Driven Decisions: How C-Level Leaders Translate Analytics into Strategy
- Change Management in AI Transformation: Why Technology Accounts for Only 30% of Success
- Gartner Technology Trends 2026: A Year of Disruption, Innovation, and Risk