It’s now been a month since the CCA Global Annual Convention 2026, yet many of the themes explored throughout the day continue to shape conversations across customer experience, operations, technology and workforce transformation.

Alongside the keynote discussions, leadership debates and industry conversations, we also asked delegates to share where they believe the biggest opportunities and challenges currently sit within their organisations.

The findings reveal an industry balancing rapid technological change with a growing recognition that long-term success will depend just as heavily on people, leadership and organisational capability.

While AI and automation continue to dominate strategic agendas, the results suggest many organisations are now moving beyond the initial excitement phase and confronting the more complex realities of implementation, workforce readiness and customer trust.

Together, the findings point to an industry entering a more mature and reflective phase of transformation - one focused not only on innovation, but on capability, trust and long-term organisational readiness.

AI ambition is accelerating – but confidence remains low

One of the clearest findings from Convention 2026 was the gap between AI ambition and organisational confidence.

59% of delegates said they currently feel least confident in AI and technology adoption within their organisation.

This reflects the growing pressure many organisations feel to move quickly in response to accelerating technological change, while still developing the governance, operational capability and leadership confidence needed to implement AI effectively.

For many leaders, the challenge is no longer whether AI will shape the future of service - it is how to introduce it responsibly, strategically and in ways that genuinely improve both customer and employee experiences.

Interestingly, delegates also demonstrated a healthy level of realism around current AI expectations.

64% believe organisations may be overestimating the impact of AI on customer experience today, at least in some situations.

Rather than resisting innovation, the findings suggest organisations are becoming more measured and pragmatic about where AI delivers value and where human expertise, empathy and judgement remain essential.

This points to a broader industry shift: moving from AI experimentation towards more mature conversations around integration, governance, operational design and measurable outcomes.

Workforce capability is emerging as a strategic priority

As technology transformation accelerates, organisations are increasingly recognising that workforce capability will play a defining role in future success.

51% of delegates identified building workforce capability as their top priority over the next 12 months.

This highlights the growing need to equip teams with new skills, greater adaptability and the confidence to operate within increasingly digital and AI-enabled environments.

However, the findings also revealed that the biggest barriers are often cultural rather than technical.

46% said leadership and culture represent the greatest challenge to building organisational capability today.

This is particularly significant.

While investment in technology continues to grow, many organisations are recognising that transformation cannot be achieved through technology alone. Leadership alignment, cultural readiness, change management and employee engagement are becoming equally critical factors in determining whether transformation initiatives succeed.

The results suggest the future of service will depend not only on digital capability, but also on the ability of leaders to build trust, confidence and clarity during periods of rapid change.

Human connection still matters — perhaps more than ever

Despite growing investment in automation and AI-driven customer interactions, delegates strongly reinforced the continuing importance of human service.

68% believe access to a real person will become a key differentiator in some customer situations as automation increases.

This finding reflects an important shift in how many organisations are beginning to think about customer experience.

Rather than replacing people entirely, automation is increasingly being viewed as a way to handle speed, scale and routine interactions while human expertise becomes more valuable in moments requiring empathy, reassurance, problem-solving and trust.

As service models continue to evolve, organisations may need to become increasingly deliberate about where human interaction creates the greatest value for customers.

The future of service may not be defined by choosing between people or technology, but by understanding how both work together most effectively.

A sector entering a more mature phase of transformation

Taken together, the Convention findings suggest the industry is entering a more mature stage of digital and AI transformation.

There is clear momentum behind innovation and technology adoption, but also growing recognition that successful transformation depends on far more than technology itself.

Leadership capability, organisational culture, workforce readiness and customer trust are emerging as equally important priorities.

For many organisations, the next phase will not simply be about adopting AI faster but about building the capability, confidence and clarity needed to apply it meaningfully and responsibly.

As these conversations continue across the sector, one thing remains clear: the future of service will be shaped not only by technology, but by how organisations empower people to lead, adapt and deliver value within increasingly complex environments.

Continuing the conversation

These findings are already helping shape future CCA discussions, research and industry collaboration across the year ahead.

What emerged at Convention 2026 was not simply a conversation about technology adoption, but a much broader discussion about leadership, workforce readiness, customer trust and the changing role of human expertise within increasingly AI-enabled service environments.

As organisations continue to navigate rapid transformation, the need for shared learning, practical insight and collaborative thinking has never been more important.

This conversation will continue through the CCA Industry Council Thought Leadership Forum, where members will begin a process of stress-testing the scenarios identified through the Future of Customer Service to 2030 research project, led by the Industry Council.

Building on the themes explored at Convention, the forum will bring industry leaders together to examine how organisations can prepare for multiple possible futures, balancing innovation, operational change, workforce capability and evolving customer expectations.

We will also reconvene on 23 September for the next CCA Raising the Bar Summit, continuing the discussion around leadership, culture, transformation and the future capabilities organisations will need to succeed.

Across all of this work, one message remains clear: the future of service will not be shaped by technology alone. It will be shaped by how effectively organisations build confidence, capability and trust - both within their workforce and with the customers they serve.

CCA remains committed to supporting members through these conversations by providing research, insight, peer collaboration and practical guidance as the industry continues to evolve.