What are some 2026 trends in the workplace, especially with AI playing a major transformative role? How is work productivity actually being impacted by AI?
AI has been hailed as the next major leap after the internet, but the reality is that it remains a tool, not a replacement for human intelligence.
Despite massive investment, more than 9 out of 10 companies have yet to see tangible returns on GenAI, according to MIT research, while McKinsey reports that most firms have experienced no significant bottom-line impact from agentic AI. The flood of “AI slop” or low-quality, AI-generated work that mimics productivity but lacks real value, has further underscored how easily technology can outpace strategy.
Recent Wells Fargo data shows large firms have seen steady productivity gains since ChatGPT’s launch in 2022, but smaller ones have declined. The market reflects this gap: the S&P 500 is up 5.5% since ChatGPT’s debut, while the Russell 2000 is down 12.3%.
Meanwhile, the spread of unsanctioned “shadow AI” has introduced new risks around data security and performance tracking. How does all this impact work productivity in the workplace of today and tomorrow?
In this interview, Kazunori Fukuda, Managing Director, Singapore & Thailand, Sansan Global discussed the changes likely to take place in the workplace in 2026, and how South-east Asia can be an ideal testbed for balanced and responsible value-driven AI adoption.
AI adoption has surged globally with trillions of dollars being invested into these advanced tools. Yet few organizations, especially smaller entities, can point to measurable gains. What does genuine productivity look like in an AI-driven workplace, and how can we clearly distinguish between efficiency and illusion?
Kazunori: Despite so much an uptick in AI adoption from companies across various industries globally, a Gartner survey found that fewer than 30% of CEOs were actually satisfied with the results. I think genuine productivity occurs only when AI is tied directly to the core of the business. Many organizations rush to deploy AI tools. They achieve small improvements, but they don’t see measurable returns. This happens because the deployments are fragmented and disconnected from strategy.
Productivity becomes real when AI strengthens existing workflows and supports human decision-making. This year, we set “AI-First” as the annual theme at Sansan, and we went all-in on having employees raise their AI skills, through training and on their own initiative. This created a shared foundation. By May 2025, essentially all employees (99%) were using AI in a meaningful way. The gain came from the culture that encouraged people to experiment, learn, and share new use cases.
The fallacy of efficiency appears when AI activity increases, but outcomes do not. Real efficiency shows up in faster decisions, better accuracy, and clearer insights. It also occurs as new revenue opportunities. Having strong data foundations and an integrated operating model allows AI to amplify work instead of adding noise.
This is the difference between productivity and illusion. Efficiency is real when AI shortens decision cycles, improves accuracy, and creates new value. Efficiency is an illusion when output increases but outcomes stay the same.
Southeast Asia’s rapid digital adoption and mobile-first population make it an ideal testing ground for new technologies. How can the region turn this momentum into a blueprint for balanced and responsible value-driven AI adoption?
Kazunori: Southeast Asia is indeed ideal in this area, thanks to young populations, tech literacy and curiosity, and the fact that these markets have less of a burden of old systems. These factors make experimentation easier, but they also create responsibility to use AI safely and in ways that produce real value. The next step is to build digital readiness across all sectors. Many local businesses still operate with unstructured data and manual processes. AI, as it stands now, only thrives on good data and well-planned and managed applications; otherwise, it can’t deliver value in the immediate or long term.
The region should prioritize structured data and shared standards. This is the same foundation that drives Sansan’s value creation. Our business model integrates the digitization of high-quality, granular data and then the powerful use of that data into a single flow. It’s optimal for AI-based applications, and it’s why we call Sansan “the business database”.
Governance is also essential. Shadow AI can widen compliance gaps. A clear approach to responsible AI can prevent this. The region should encourage transparency, ethical use of data, and strong cross-border cooperation.
Finally, talent development must accelerate. AI is reshaping skills needs, and it will redefine what valuable skills are going to look like. Countries like Thailand continue modernising scientific and technical education to prepare students with the digital and analytical skills needed for an AI-driven economy. This is essential because AI fluency depends on strong foundations in data, problem-solving, and technology. Industry and government must work together to build up these capabilities; otherwise, the region will face a talent gap that slows adoption.
Southeast Asia can become a global example if it balances innovation with responsibility and builds ecosystems that support sustainable value.
Employees are increasingly using unsanctioned AI tools in their daily work. How can businesses harness this creative experimentation without the threat of ‘shadow AI’ creating blind spots that compromise data security or corporate oversight?
Kazunori: Employees use AI tools on their own initiative because they want to work faster, but in many cases also because they want to work smarter. We need to see this behavior as positive, but it must be guided. Businesses should establish clear policies and provide safe and approved AI environments. They need to be proactive, not reactive. If they don’t, employees will go find their own solutions and that can bring personal and corporate risks.
Training is also a priority. Many employees do not realize the possible dangers when they upload internal documents into external AI systems. AI education is continuous. At Sansan, we combine training with strong governance frameworks, clear rules, and, of course, approved and beneficial tools. This approach increases adoption and keeps data safe.
Oversight must also be built into the system. Identity management, access controls, and monitoring help companies understand how AI is being used. Our information security program emphasizes strict access controls, encrypted communications, and proactive monitoring. This protects the organization without restricting innovation.
So, businesses should encourage experimentation, but guide it so that it follows secure and transparent processes. That’s good for everyone.
As AI automates more routine work, human creativity and judgment are becoming the true differentiators. How can employers reimagine training and development to ensure their people evolve alongside technology in the workplace of 2026 and beyond?
Kazunori: Automation will continue to expand. Routine work will diminish. Human judgment and creativity will become central to value creation. Employers must shift toward skills-based development to prepare their workforce for this change.
Skills such as data literacy, systems thinking, and cross-functional problem solving are becoming essential. Companies need to invest in these capabilities. They also need to build learning environments where employees can practice, test ideas, and experiment with AI in a safe and structured way.
Training must be continuous and inclusive. As I mentioned, in 2025, we began the year by upskilling every employee on AI from the first workday. This created a shared baseline. It also accelerated adoption and strengthened our culture.
Employers must teach employees how to work with AI as a collaborative partner. Workers need to learn how to ask stronger questions, evaluate AI-generated insights, and apply those insights in their daily work.
Culture plays a critical role. Shared values guide behavior and decision-making. The Katachi (the Japanese word for “way” or “shape”, and which encompasses the mission, vision, and values) of Sansan discussions are structured, company-wide dialogues that help us maintain alignment. This discourse allows employees to adapt quickly, even as technology changes faster than traditional job descriptions.
The workplace of 2026 will belong to organizations that combine human potential with advanced technology. Skills development is the bridge that connects both sides and prepares companies for the future.
