Brandsit

Category: Work and career

  • Samsung workers strike. CEO warns of crisis

    Samsung workers strike. CEO warns of crisis

    Samsung Electronics board chairman Shin Je-yoon has issued an internal memo to employees, calling for an amicable resolution to the wage dispute. The upcoming 18-day union strike, scheduled for 21 May, is aimed at winning higher bonuses based on profits from the AI memory segment. Management warns that operational paralysis at South Korea’s largest manufacturer by revenue will hit investors, trigger an outflow of foreign capital and weaken the domestic currency. However, the key risk remains a loss of confidence from global customers and a flight to competitors at a critical market juncture.

    The escalation of this conflict reflects a deeper, structural problem in the technology sector, where workers are increasingly demanding a direct share of the profits generated by the artificial intelligence revolution. Lessons learnt from the current impasse indicate that a possible production outage will not be limited to Samsung’s internal losses. An interruption in the supply of HBM and DRAM components will immediately destabilise global supply chains, impacting the margins and schedules of leading Silicon Valley giants and delaying the deployment of AI infrastructure around the world.

    In the current situation, it is worth noting the need to revise existing incentive models to respond more flexibly to profit spikes in the most stressed divisions. It would be advisable to develop mechanisms for transparent dialogue about remuneration structure before negotiations enter a phase that makes compromise impossible. From the perspective of long-term competitiveness, it seems a sensible step to balance wage pressures with maintaining investment capacity in R&D. Ultimately, the priority remains to protect operational continuity, as this determines market position in the absolute technology race.

  • Layoffs at Big Tech 2026 – why the Meta and Microsoft are cutting jobs

    Layoffs at Big Tech 2026 – why the Meta and Microsoft are cutting jobs

    Silicon Valley is going through a painful but precise tissue replacement operation. While investors are reacting enthusiastically to new stock market records, thousands of Met and Microsoft employees are finding out that their roles are becoming redundant in the new algorithm-oriented world order. What we are seeing is no longer just an echo of the Pocovid correction, but a fundamental shift in strategic priorities.

    The Met has just announced a 10 per cent reduction in its workforce, which, combined with the elimination of unfilled vacancies, means the removal of nearly 14,000 jobs from the labour market. However, a deeper financial analysis of Mark Zuckerberg’s company reveals a second bottom to this decision. The company plans to increase capital expenditure to as much as $135 billion in 2027, focusing on building data centres and developing Superintelligence Labs.

    This is a classic example of aggressive reallocation of resources: billions saved on the ‘traditional’ workforce are funding an artificial intelligence arms race. Behind the scenes, however, there is talk of the phenomenon of “AI-washing” – conveniently attributing redundancies to technological advances to cover up the 2020-2022 recruitment mistakes.

    Microsoft in Redmond, on the other hand, is employing a more subtle but equally telling tactic. For the first time in its history, the giant has opted for a voluntary departure programme targeting around 7% of its US workforce. The ‘sum 70’ criterion (combining age and seniority) suggests that the company wants to slim down the structure of costly, experienced managers whose competencies may not be suited to the era of generative models. At the same time, Microsoft is simplifying the reward and bonus system, giving executives more leeway to reward the talent that realistically drives new business divisions.

    This trend is not isolated – Amazon, Intel or Cisco are following a similar path. There is a clear lesson for the business world: operational efficiency in 2026 is no longer about having the largest teams, but about building the most scalable systems. The technology labour market is no longer a safe haven, becoming a testing ground for a new definition of corporate productivity.

  • The Meta’s new strategy. Employees teach their successors AI

    The Meta’s new strategy. Employees teach their successors AI

    Inside Menlo Park, a fundamental shift in the definition of white-collar work is currently taking place. The Met, led by Mark Zuckerberg, is implementing a system that transforms the daily activities of engineers and managers into the raw material for building autonomous AI agents. The programme, called the Model Capability Initiative (MCI), is not only a new monitoring tool, but above all a signal that Silicon Valley is entering a new, aggressive phase of automation.

    According to internal company notes, MCI records mouse movements, clicks and keystrokes of employees in the US. The tool also takes occasional snapshots of the screen to teach AI models the subtleties of human interaction with the software – from handling keyboard shortcuts to navigating complex drop-down menus. What was previously an intuitive human craft becomes a training data set.

    Meta’s technical director, Andrew Bosworth, leaves no illusions about the purpose of this initiative, currently operating under the Agent Transformation Accelerator (ATA) programme. The company’s vision is of a world where AI agents do most of the work and the role of humans is reduced to that of supervisor and equalizer. To achieve this, Meta must first ‘clone’ the behavioural patterns of its top professionals.

    This strategy is inextricably linked to a deep restructuring of the workforce structure. Meta is not only planning further job cuts, but is also blurring the lines between traditional roles by introducing the universal title of ‘AI developer’. The creation of the Applied AI (AAI) team aims to create systems capable of writing, testing and shipping code independently. In this model, the software engineer ceases to be a developer and becomes a teacher of the algorithm, ultimately replacing it in repeatable processes.

    However, the initiative raises serious questions about the limits of surveillance in the white-collar sector. While real-time tracking of movements has so far been the domain of logistics staff or delivery drivers, the transfer of these methods to engineering offices sets a precedent. Legal experts point to a profound gap between the liberal approach in the US and the strict regulations in Europe. While this surveillance is legally permissible in the US, in the European Union, GDPR regulations and national labour protection laws would likely prevent the implementation of MCI on such a scale.

    Meta spokesperson Andy Stone assures that the data is not used to assess performance and that the company has safeguards in place to protect sensitive content. But for the business market, the lesson is clear: Meta is putting everything on the line. If the ‘Agent Transformation’ experiment succeeds, the company will gain an efficiency advantage that competitors may not be able to make up for without similarly compromising the privacy of their staff.

  • Wages up, employment down. New CSO data from the business sector

    Wages up, employment down. New CSO data from the business sector

    The latest data from the polish Central Statistical Office (CSO) for March 2026 paint a picture of the Polish economy in a phase of deep cost transformation. Average wages in the business sector rose to PLN 9652.19, a jump of 6.6% year-on-year. At the same time, the labour market recorded a 0.9% drop in employment, signalling that business leaders are increasingly focusing on optimising structures rather than extensive expansion of teams.

    The March payroll reading slightly beat the market consensus of 6.3% growth. The monthly growth rate is particularly noteworthy, with an increase of 5.7% on February suggesting that the pressure on employers’ portfolios continues unabated. This is likely to be a product of quarterly bonus payments and the struggle to retain key professionals in an environment where competencies are becoming more valuable than the number of FTEs.

    From a strategic perspective, the decline in the number of FTEs to 6.39 million while at the same time the dynamic growth in salaries is a classic signal of ‘doing more with fewer resources’. Companies, faced with high operating costs, are abandoning mass recruitment in favour of increasing salaries for those employees who realistically generate the highest added value. It is a strategy forced by the market: human capital is becoming the most expensive and demanding component of the balance sheet.

  • IT jobs for beginners: AI an opportunity instead of a threat

    IT jobs for beginners: AI an opportunity instead of a threat

    For the past few years, the technology sector has been sending a single, clear message to entry-level programmers: there is no place for you. The end of the era of cheap money, pandemic-enforced remote working and the expansion of LLM models that flawlessly generate repetitive code have almost wiped out entry-level job offers. The figures from the No Fluff Jobs and Just Join IT reports for 2025/2026 are unforgiving – the share of offers for juniors in the Polish market has fallen below 5%.

    But today, paradoxically, it is artificial intelligence, which has taken away simple implementation tasks from juniors, that is becoming their biggest opportunity to get back into the game.

    Architects instead of builders

    In the traditional development model, the junior spent the first years of his career ‘walling’ – writing simple, repetitive modules. Today, these tasks are performed by AI agents. However, experts from Kraków-based software house Miquido note that this change shifts the focus from technical skills to conceptual competence.

    Piotr Polus, Head of Technology at Miquido, argues that the line between experience levels is starting to blur. Since AI can generate project structure and write code, the key role is taken over by someone who can manage these tools. In the new paradigm, juniors no longer need to be proficient craftsmen of a particular technology stack; instead, they need to become solution architects who can think design.

    The birth of the “2030 engineer”

    The market is beginning to recognise a unique advantage for young cadres: the status of ‘AI-natives’. For the generation entering the market in 2026, working with language models is a natural reflex rather than a necessity to adapt. Companies such as Miquido, which for years restricted the recruitment of beginners, are returning to hiring juniors, but using a completely new criteria – the so-called ‘2030 engineer’ profile.

    Instead of proficiency in one programming language, interdisciplinarity, flexibility and prompting skills are sought. This strategy is based on the creation of junior-senior tandems, where young employees bring freshness in the use of the latest AI tools, and experienced experts provide the necessary oversight of business logic and system security.

    For business, the lesson is clear: investment in juniors ceases to be a form of costly patronage and becomes a way of maintaining technological agility. Those who, instead of learning the syntax of code, learn to manage the intelligence that writes that code will survive.

  • Why does investing in leaders pay off more than AI alone?

    Why does investing in leaders pay off more than AI alone?

    Traditional leadership, based on optimising ‘output’ and overseeing workflow, is becoming an anachronism. Why? Because in these disciplines, algorithms are already unrivalled.

    Leaders face the greatest paradox of digital transformation: the more processes artificial intelligence takes over, the more the human capacity to build trust and make work meaningful becomes a critical bottleneck for organisations.

    Data from the latest McKinsey report (January 2026) exposes the scale of this challenge. While as many as 84% of leaders plan to dramatically expand the role of AI agents in key business verticals this year, at the same time 86% admit that their organisations are not culturally and structurally ready for this change. This gap is not due to a lack of technology, but to ‘leadership debt’ – the lack of a new management framework for teams whose daily routines have been automated.

    Leadership in 2026 is not about managing the delivery of results, but managing the energy, anxiety and creativity of people who have been freed from repetitive tasks. As the machine takes over the ‘what’ and the ‘how’, the role of the leader becomes the categorical and inspiring ‘why’.

    This is where the Empathy Algorithm – the new currency in the world of AI – is born. Leaders who can turn the time savings generated by AI into a space for innovation and deepening relationships will gain an advantage that cannot be copied by any LLM model. The question for boards of directors is no longer: “How to implement AI?”, but: “How to lead people in a world where AI is already everywhere?”.

    From manager to systems architect

    In 2026, the role of the IT leader evolves from that of a ‘resource manager’ to that of a socio-technological systems architect. The traditional division between ‘business’ and ‘IT’ is finally collapsing, to be replaced by an orchestration of hybrid teams in which AI agents and humans share backlogs.

    Gartner’s data (2026) leaves no illusions: by the end of this year, up to 80% of enterprises will have fully operationalised AI in their core business processes. This means that a leader can no longer measure success by the speed of code delivery or the number of closed tickets – these metrics have been ‘hacked’ by algorithmic performance.

    The leader-architect today must answer the question, “Where is the place for unique human judgement in this process?”. According to Forrester’s analysis, in organisations with the highest degree of digital maturity, executives now spend 40% more time on human-machine interaction design than on classic progress monitoring.

    In this leadership model, the biggest challenge is redefining productivity. If AI performs a task in 3 seconds and a human spends 3 hours critically reviewing and ethically monitoring it, those 3 hours are now the company’s most valuable investment. C-level leaders need to learn to defend this ‘slowness’ against boards accustomed to old metrics. The real value no longer lies in the generation of content, but in their curation and accountability for the final decision.

    Why is empathy the new ROI?

    By reducing computational errors on a macro scale, we are shifting the burden of competitiveness and verification of effectiveness to entirely different areas. Today, it is human emotion that is becoming the most unpredictable – and costly – variable in the spreadsheet. In the third act of AI transformation, C-level leaders need to understand that empathy has ceased to be a ‘soft add-on’ and has become a hard mechanism for securing profitability.

    As AI takes over the executive layer, employees are facing a professional identity crisis. The Gallup report ‘State of the Global Workplace 2026‘ points to an alarming trend: global employee engagement, despite technological facilitation, is hovering around just 20%. This ‘meaning deficit’ and sense of being replaceable are costing the global economy nearly $10 trillion a year in lost productivity.

    The conclusion is pragmatic: in an automated environment, leader empathy is the main mechanism for retaining the rarest talent. When operations becomes a commodity, the only barrier against the exodus of experts to competitors is culture and relationships. According to Deloitte (2025/2026), organisations that rely on ‘High-Trust Leadership’ have a 35% lower turnover rate in key R&D and engineering teams.

    Empathy in 2026 is also a catalyst for innovation. An employee who feels safe and understood by a supervisor is more willing to take risks beyond the algorithm’s suggestions. This ‘creative risk’ is the one thing that AI – oriented towards statistical optimisation – cannot fully simulate. Investing in the emotional intelligence of executives is the most effective way today to repay the ‘cultural debt’ and ensure that the organisation remains innovative, not just efficient. In 2026, empathy is the hardest of the soft competencies – it is the fuse that protects the company from dehumanisation and strategic stagnation.

    People as the ultimate differentiator

    As I have already mentioned, the proliferation of AI use on a macro scale means that the technology itself is no longer a source of sustainable competitive advantage. It becomes an ‘entry ticket’ rather than a differentiator. The real difference between market leaders and marauders in 2026 lies in the way organisations integrate the potential of machines with the unique capabilities of humans.

    Deloitte’s ‘Human Capital Trends‘ report makes it clear: organisations that invest in soft skills development and work culture transformation alongside technology implementation achieve 1.8 times better financial results* than companies focused solely on technical optimisation. This proves that technology without the right ‘operating system’ in the form of trained and motivated people is a low-return investment.

    The contemporary framework for C-level is based on the pragmatic principle of 1:5. According to market best practice, for every dollar spent on AI licences and infrastructure, leaders should spend $5 on human transformation: reskilling, upskilling and changing decision-making processes. Overlooking this proportionate outlay leads to the phenomenon of ‘cultural debt’, which cripples innovation faster than any technical debt.

    Investing in Human-Centric AI is a strategic shift in focus from the question “what can the algorithm do?” to “what can our humans do through the algorithm?”. It is this synergy that creates a barrier to entry for competitors that cannot be jumped over by simply buying a new version of an API. In 2026, humans are no longer just machine operators; they are their most important instructors and guardians of the values that build brand uniqueness in the digital noise.

    3 steps to implement an “empathy algorithm”

    Theory must give way to execution. To ensure that the ’empathy algorithm’ does not remain just an attractive buzzword in the annual report, experts believe that C-level leaders in 2026 must implement a concrete operational framework that safeguards human capital in the age of total automation.

    1. Autonomy audit and relocation of talent

    The first step is to identify precisely the processes that AI agents take over 100%. The key, however, is not to reduce FTEs, but to immediately redeploy freed human capital to high-margin tasks. If AI is managing logistics or code testing, your best people need to be redirected to building deep relationships with key partners or designing innovations that the algorithm won’t come up with.

    2. from literacy to proficiency

    In 2026, ‘understanding’ AI is not enough. Leadership requires promoting AI Fluency – a culture of safe experimentation. A leader must create a space where a mistake made while working with technology is not a reason for sanctions, but a valuable data point for optimising the system. This builds psychological safety, without which innovation dies.

    3. radical transparency and an ethical watchdog

    Trust in the age of AI is fragile. Leaders need to put clear rules in place about how algorithms affect job evaluation and career paths. Lack of transparency breeds fear, and fear paralyses effectiveness. The role of the leader is evolving into that of an ethical arbiter, ensuring that technology supports rather than dehumanises the employee.

    The winners of 2026 will not be the organisations with the fastest processors or the largest language models. The winners will be those who understand that technology is merely an amplifier of human intent. True competitive advantage is born where code ends and trust, vision and empathy begin.

  • IT recruitment: why are companies losing sight of the right people in the clutter of algorithms?

    IT recruitment: why are companies losing sight of the right people in the clutter of algorithms?

    The offices of technology companies resemble finely tuned organisms. Every process has a workflow, every line of code goes through rigorous quality testing and cost optimisation has become almost a religion. However, a crack is appearing in this near-perfect landscape that cannot be patched with another system update.

    This is the moment when, despite advanced instrumentation, key positions go unfilled for months, projects drift towards delays and teams work in a state of permanent overload. The simplest diagnosis, pointing to a talent shortage in the market, becomes a convenient screen in this context, hiding a deeper, systemic decision-making paralysis.

    The scale trap in the world of interfaces

    The IT industry has built its power on a foundation of scalability. This logic dictates that every challenge can be broken down into its constituent parts and then automated. Transferring this paradigm to recruitment seemed a natural evolutionary step. If systems can be replicated, why not do the same with the people acquisition process?

    Here, however, there is a fundamental cognitive error. While technology allows for unlimited expansion of ad coverage or mass filtering of applications, in the final analysis recruitment remains an interaction between operating systems of the highest complexity: human psyches.

    Good professionals rarely react to the information noise generated by automated funnels. For them, the excess of technology in the selection process is sometimes a warning sign. Instead of the promise of modernity, they see it as an attempt to avoid direct responsibility for human selection.

    As a result, companies investing in increasingly expensive sourcing platforms are only building a facade of efficiency, underneath which lies a lack of clarity about the real needs of the organisation.

    Dictatorship of speed and erosion of quality

    In a culture focused on delivering solutions in an ‘as soon as possible’ model, time has become the only recognised measure of effectiveness. This pressure permeates HR departments, forcing a pace that excludes in-depth reflection.

    Role profiles are created in a rush, often as a compilation of the wishful thinking of various stakeholders, leading to impossible job descriptions. The speed of the process becomes a fetish that obscures its original purpose.

    However, it is worth noting that a lightning-fast recruitment process, devoid of substantive density, is completely worthless to an experienced candidate. A fast track that does not lead to concrete declarations and does not clarify the responsibility structure within the company raises rightful suspicions about the stability of the future working environment.

    When performance replaces robust fit testing, both parties enter into a relationship based on guesswork, which in hindsight proves to be the most costly strategy a business can adopt.

    Symptoms of invisible chaos

    The phenomenon of candidates dropping out at the final stage of recruitment is often interpreted as a whim of the market or the effect of counteroffers. However, an analysis of the deeper layers of this situation reveals another regularity. Top experts have an extremely sensitive radar for inconsistency. For them, contradictory messages from managers, unclear competency frameworks or fuzzy decision-making during interviews are symptoms of a sickness that is affecting the inside of the company. Here, recruitment acts as a translation service: it is supposed to translate the culture and internal chaos of the organisation into a language the candidate can understand. If the translation is sloppy, the recipient simply refuses to read further.

    The uncertainty emitted by the organisation acts as a protective barrier through which only the determined or less experienced break through. Those who have a choice treat chaos in the recruitment process as a reliable predictor of chaos in project management.

    In this way, the company, seeking to avoid risk by automating and delegating decisions, paradoxically generates the greatest possible risk: adverse selection.

    Primacy of clarity over instrumentation

    Getting out of the impasse requires a painful abandonment of faith in the ‘magic button’ for many technology organisations. The real bottleneck in recruitment is not in the tool stack, but in the conceptual realm.

    Successful talent acquisition begins where optimising Excel tables ends and precisely defining roles begins. Companies that are successful in this field invest primarily in clarity of message and the courage to make clear decisions.

    Technology should play a servant role – structuring and accelerating what has already been thought through. However, it cannot replace the thought process of leaders. Consciously reducing complexity, abandoning exaggerated promises in favour of raw specifics and restoring personal responsibility for each new person in the team are steps that build genuine employer appeal.

    Cultural stability, manifested in a predictable and logical recruitment process, is a luxury good for which professionals are prepared to pay with loyalty.

  • How are NIS2 and DORA changing IT departments? New strategies in IT recruitment

    How are NIS2 and DORA changing IT departments? New strategies in IT recruitment

    Until recently, the IT security debate centred around the number of vacancies, treating the shortage of manpower as a major brake on growth. However, the SANS and GIAC Workforce Research 2026 report sheds a whole new light on this diagnosis. It turns out that it is not empty chairs that account for the fragility of systems, but the invisible to the naked eye gaps in the competencies of the people who already sit in those chairs. 60% of organisations have complete teams that, despite being fully staffed, remain vulnerable to modern threats.

    The dawn of regulatory engineering

    The traditional division between legal departments looking after the letter of the law and technical departments looking after the bits and bytes no longer exists. The exponential increase in the importance of regulatory compliance – from 40 to 95 per cent in just one year – has forced the birth of a new caste of specialists. Directives such as NIS2 or DORA have ceased to be regarded as an onerous bureaucratic obligation, becoming the foundation of job role design. Today’s job market is no longer simply looking for a systems administrator; it covets a regulatory engineer who can translate a rigorous regulatory framework into a cloud architecture.

    In March 2026, there were more than two and a half thousand active advertisements for AI and ML security engineers. This phenomenon shows that the market no longer believes in the versatility of former experts. Almost one in three companies has created dedicated positions for people operating at the intersection of artificial intelligence and data protection. This specialisation is not an aesthetic choice, but a necessity driven by the fact that it is at the intersection of new technologies and the lack of knowledge of how to secure them that 27 per cent of successful attacks occur.

    Foundation erosion and cognitive paralysis

    Automation, which was supposed to be a saviour for overloaded teams, has introduced an unexpected disruption to the HR ecosystem. Artificial intelligence has taken over entry-level tasks that for decades served as a natural testing ground for junior SOC analysts. By cutting out these career tiers, organisations have inadvertently dismantled the early training system for future experts. A generational gap is being created that cannot be bridged by ad hoc hiring, as the market lacks ready candidates to meet the exacting requirements of 2026.

    At the same time, the highest levels of human resources face a phenomenon known as ‘AI Fry’. This is a specific type of burnout resulting from the constant context-switching between numerous tools supported by artificial intelligence. Although these tools reduce manual analysis time, they paradoxically increase stress levels in 61 per cent of employees. The overabundance of data and the need to constantly verify the suggestions generated by the algorithms make even the most experienced professionals work at the limit of their cognitive capacity.

    New currency: Proof instead of a promise

    Competency verification has undergone the most radical transformation in the history of the IT sector. An academic degree, once the gold standard for recruitment, is now in the priorities of only 17 per cent of employers. In a world where technology becomes obsolete in quarterly cycles, a theoretical university foundation has given way to certifications and practical evidence of proficiency. For 64 per cent of leaders, it is the certificate that is the hard currency verifiable during an audit.

    This shift towards pragmatism forces organisations to use structured competency frameworks such as NICE or ECSF. They make it possible to precisely map the gaps in the team, turning the intuitive search for a ‘good IT professional’ into a mathematical operation of filling in the missing links in the security chain. Investing in the development of existing staff ceases to be seen as a benefit and becomes a key element of operational risk management.

    Education as a hard infrastructure component

    A common management mistake is to treat learning time as a resource that can be sacrificed in the name of day-to-day operations. However, the data is inexorable: 60 per cent of companies admit that it is pure workload that prevents necessary training, which in a straight line leads to project delays and weakened incident response. Teams trapped in reactive mode lose their ability to adapt, which, in the context of severe penalties for non-compliance with NIS2, becomes a real financial threat to the entire corporation.

  • The job market in Poland: The most desirable qualities of candidates

    The job market in Poland: The most desirable qualities of candidates

    For years, there has been a belief in technology and business circles that hard skills are the only safe currency in the labour market. However, the latest ManpowerGroup data suggests a significant correction to this thesis. The Polish labour market, traditionally associated with a strong emphasis on specialisation, is undergoing a transformation towards a model in which flexibility and development potential become more important than the sum of current technical skills.

    The analysis shows that for 39% of Polish employers the key selection criterion is now readiness to learn. This is a signal that companies have stopped looking for employees who are ‘ready for now’ and have started investing in people capable of adapting in conditions of permanent change. Professionalism and work ethic, indicated by 36% of respondents, remain the foundation, but it is the set of soft competencies – communication and teamwork – that really closes the recruitment processes.

    IT: Critical thinking instead of knowing the code

    Of particular interest is the IT sector, which breaks out of the general pattern. While flexibility dominates the overall picture, critical thinking and problem-solving (42%) takes the lead in technology. This pragmatic approach stems from the specific nature of the industry, where technology is merely a tool and the real value is the ability to break down complex processes into their essentials.

    It is worth noting that Polish employers attribute more importance to digital competencies (25%) than their global counterparts (16%). This disparity may indicate an ongoing intensive catch-up in Poland to digitise business processes, while Western markets have already shifted their focus to relationship management and inclusivity.

    The end of the “top specialist”

    Marta Szymańska of Manpower points to a phenomenon that redefines team-building strategy. With two similar technical profiles, employment is almost always determined by cultural fit and the ability to cooperate. Companies are increasingly accepting deficiencies in a candidate’s subject-matter knowledge, as long as he or she demonstrates high proficiency in acquiring new competencies.

    About the survey: The ManpowerGroup survey was conducted between 1 and 31 October 2025 on 502 companies in Poland and 39,063 globally.

  • Microsoft halts cloud and sales hiring

    Microsoft halts cloud and sales hiring

    Microsoft has ordered managers of key units, including its strategic cloud division and North American sales groups, to halt the recruitment of new employees, reports The Information. The decision, while not corporate-wide, signals a deeper shift in resource management at the threshold of the end of the fiscal year.

    Microsoft’s move is a classic example of margin optimisation in the face of gigantic capital expenditure. The company, which employs more than 220,000 people globally, is under increasing pressure from Wall Street. Investors, accustomed to the steady growth of the Azure sector, are anxious to see record spending on the data centres and processors needed to support language models. The hiring freeze in sales and cloud infrastructure is a signal that the company is looking for savings where growth rates have stabilised in order to fund the areas with the highest potential for breakthrough.

    Importantly, the recruitment lock-in is selective. The teams responsible for developing Microsoft’s Copilot tool and key AI projects still have the green light to recruit talent. This is a clear indication that, for CEO Satya Nadella, ‘artificial intelligence’ is no longer just an add-on to the portfolio, but a new business core to which the cost structure of the entire organisation is subordinated.

    Microsoft’s actions are part of a wider ‘year of efficiency’ trend in Silicon Valley. While Meta is cutting a fifth of its workforce and Amazon is correcting pandemic-era over-expansion, Microsoft is taking the route of surgical precision. Instead of mass layoffs on the scale of its market rivals, the company is relying on budgetary discipline in traditional verticals.

    Technology companies are not only building AI for their customers, but are themselves going through a painful process of reorganisation in which human capital has to give way to investment in computing power.

  • New redundancies at Meta: company cuts costs to invest in AI

    New redundancies at Meta: company cuts costs to invest in AI

    Meta Platforms is taking another step towards a ‘year of efficiency’ that seems to have no end in sight. Last Wednesday, the Menlo Park-based giant carried out another round of layoffs, involving several hundred employees in key business units. Although the scale of the cuts is smaller than in previous years, the signal sent to the market is clear: Mark Zuckerberg’s company is prioritising resources where it sees the future, ruthlessly slashing spending in other areas.

    According to sources close to the company, the reductions have mainly affected the Reality Labs departments, the social media operations teams and the recruitment structures. This is a strategic shift of emphasis.

    While Reality Labs continues to generate billions of dollars in losses in pursuit of its metaversum vision, the Met must simultaneously fund the murderous AI arms race. Spending projections for 2026, as high as $169 billion, leave no illusions – the battle for supremacy in AI requires gigantic capital that must be raised from somewhere.

    The company’s official position is to ‘restructure regularly to achieve strategic objectives’. But for business analysts, the deeper context is more complex. The Met is struggling with rising labour costs, driven by the need to attract the most expensive engineering talent on the market specialising in machine learning.

    As a result, the company is pursuing a ’tissue replacement’ strategy: reducing staff in mature or less promising areas in order to free up budget for astronomical salaries for Llama model experts.

    With nearly 79,000 employees, the company is no longer a monolith focused solely on growth. Today, it is an organisation that is learning to operate in continuous optimisation mode. Every vacancy in the recruitment team brings the company closer to funding the next H100 processor cluster. An era has dawned in Silicon Valley in which innovation is no longer just about creating the new, but above all about daring to let go of what is no longer a priority.

  • Talent management in IT. How automation is changing the labour market

    Talent management in IT. How automation is changing the labour market

    Today’s technology industry has reached a point that goes far beyond the mere adaptation of new tools. There is a huge fascination in the market with the speed at which people with relatively little experience can deliver complex code, using generative artificial intelligence.

    However, this phenomenon creates a dangerous illusion of instant perfection. The enthralment of widespread automation, combined with the drastic reduction in recruitment for entry-level positions, is akin to taking out a high-interest mortgage on the future productivity of the organisation.

    This raises the crucial question for business continuity of who will take responsibility for strategic systems architecture in a decade’s time if the space for young talent to learn the craft is taken away today.

    Generative artificial intelligence excels as an advanced assistant, but it is a mistake to treat it as a substitute for a real expert. These tools allow lower-skilled profiles to solve repetitive problems efficiently, impressing decision-makers at first glance and having a positive impact on short-term metrics.

    However, generating a syntactically correct result is not the same as understanding it in depth. A programmer who relies solely on the prompts of the algorithm gradually loses his or her ability to make a critical assessment. It is then difficult to verify whether the proposed solution is optimal, safe and scalable in the long term.

    After all, the real value of software engineering lies not in knowing the syntax alone, but in being able to look at a system holistically and solve complex business problems.

    Market data from 2022 onwards mercilessly expose a worrying trend. The number of vacancies for junior positions is falling dramatically. Companies, in a natural reflex to optimise costs, are choosing to delegate the simplest tasks to language models.

    However, this closes a key testing ground. Technical mastery cannot simply be transferred to the human mind with a suitably formulated question.

    Proficiency is forged through hundreds of hours spent painstakingly analysing bugs, testing hypotheses and seeking answers to the fundamental question of why a piece of architecture is not working as intended. By eliminating this unimpressive early career stage, organisations are unwittingly dismantling the natural incubator in which future designers of advanced systems mature.

    In the face of these changes, the knowledge of experienced professionals becomes more valuable than ever. It is the senior experts who have the necessary business context to decide which processes are worth automating and how to integrate the fragments generated into a stable, secure ecosystem.

    However, the phenomenon of invisible work intensification arises here. When less experienced employees generate code en masse with the help of artificial intelligence, a gigantic bottleneck is created at the review stage. Instead of spending the freed up time on high-level innovation and mentoring, the best specialists are drowning in the processes of reviewing thousands of lines of code, trying to catch machine hallucinations and logic gaps.

    Working extended hours does not translate into higher productivity in this case, and the growing technological debt is beginning to overwhelm the most competent individuals in the company.

    The new definition of leadership in the age of artificial intelligence requires an understanding that digital transformation is not only about the smooth implementation of modern programming assistants. It is first and foremost a rigorous strategy for managing quality and generational knowledge within the company.

    Automation that is not accompanied by a talent reproduction plan leads the organisation down a dead end. It becomes necessary to consciously maintain mentoring programmes and space for the development of budding engineers, even if in the short term this seems financially a considerable burden.

    It is worth recalling at this point Seneca’s philosophical maxim that for a ship that knows no port of destination, no wind is auspicious. Similarly, in the technology business, artificial intelligence is only a powerful driving wind, not the ultimate goal.

    Market success will not be measured by the sheer volume of software generated or the hours saved. In the long term, the organisations that will win will be those that do not get carried away with speed, but maintain control over the quality of the products delivered, basing their structures on teams capable of critical and independent thinking.

  • Signify announces group layoffs in Piła. The reduction will cover 14% of the staff

    Signify announces group layoffs in Piła. The reduction will cover 14% of the staff

    Signify is planning a significant reduction in employment at its manufacturing plant in Piła. According to an official notice to trade unions, the redundancy process is expected to affect 295 people, which is around 14% of the total factory workforce.

    Information about the planned cuts was made public by Adam Bogrycewicz, a councillor of the Wielkopolska regional assembly, pointing to the potentially difficult material situation of hundreds of families in the Piła region. According to local government representatives, the scale of the redundancies is a signal of the worsening economic situation, which has put increasing pressure on large employers in northern Wielkopolska over the past two years.

    For the Pilsen region, where Signify remains one of the key pillars of the economy, the announced redundancies represent the most serious staffing challenge in years. Although the company argues the moves to optimise structures, local authorities fear a knock-on effect on the service sector and sub-suppliers working with the plant.

  • The efficiency paradox: Why the Meta is cutting jobs again

    The efficiency paradox: Why the Meta is cutting jobs again

    Mark Zuckerberg, who has declared 2023 as the ‘year of productivity’, clearly hasn’t put a full stop yet. According to sources close to the Menlo Park-based giant, the Met is preparing for another wave of restructuring, which could involve up to 20% of its staff. Although company spokesperson Andy Stone describes these reports as speculation, market logic suggests otherwise: the Big Tech industry is entering a phase of drastic capital shift from people to infrastructure.

    The capital-intensive pursuit of superintelligence

    The decision to potentially say goodbye to nearly 16,000 employees is not due to the financial crisis, but to a gigantic appetite for computing power. Meta plans to invest $600 billion in data centres by 2028. In a world where a single prominent AI researcher can expect a remuneration package going into the hundreds of millions of dollars, and where acquisitions of startups such as Manus cost billions, traditional employment structures are becoming ballast for the company.

    It’s a strategic turnaround after a series of stumbles. Problems with the Llama 4 models and delays in the development of the flagship Avocado project have meant that Zuckerberg has to look for savings where AI is starting to realistically replace humans. Meta’s CEO openly admits that tasks that once required entire teams are now being handled by a single talented person supported by algorithms.

    New industry standard

    Meta is not alone in this strategy. We are seeing a broader trend in which technology leaders – from Amazon to Jack Dorsey’s Block – are optimising staffing, pointing to the increasing proficiency of generative tools. Productivity measured by the number of ‘heads’ is going away in favour of process efficiencies based on automation.

    It is a risky move, but a necessary one. The Met needs to prove that it can prove the promise of super-intelligence, even if the price of doing so is a loss of internal structural stability. If the announced cuts come to fruition, it will be the ultimate confirmation that in Silicon Valley AI has ceased to be just a support tool and has become the reason why desks in open spaces remain empty.

  • Recognition deficit: Why Polish companies are losing out to silent leaders

    Recognition deficit: Why Polish companies are losing out to silent leaders

    One of the cheapest and most effective instruments for building corporate value remains drastically undervalued. Although 97% of employees declare that recognition has a direct impact on their motivation and quality of work, corporate reality paints a very different picture. The latest data from Gi Group Holding and Grafton Recruitment exposes the deep gap between the declared organisational culture and the day-to-day experience of teams.

    The problem is not marginal – more than half of employees feel that their efforts are invisible to the organisation. Importantly, this feeling does not depend on the scale of the company, but on the specifics of the department. While the marketing and PR industry enjoys high levels of emotional gratification (74%), finance and operations departments work in a kind of information vacuum. For CFOs and COOs, this is a wake-up call: lack of appreciation is not just a ‘soft’ HR issue, but a real risk of staff turnover and a decline in proactivity, which nearly one in three respondents indicate as a key effect of recognition.

    The anchronous feedback model remains a key barrier. Despite the increasing digitalisation of work, up to 50% of employees receive feedback only once or twice a year. In the dynamic business environment of 2026, such an interval makes feedback an archived statistic rather than a corrective tool. The only optimism is that the group of people receiving monthly support has increased to 21%, suggesting a slow professionalisation of middle management.

    The preference for forms of recognition itself is also evolving. The once dominant autonomy (down from 37% to 28.5%) has given way to pragmatic benefits, which now motivate 42% of respondents. At the same time, public recognition is the least desirable form, forcing leaders to move towards a direct and personalised relationship model.

    From a business point of view, the conclusion is clear: appreciation is an investment in process stability. As the experts at Wyser Executive Search and Grafton Recruitment point out, people leave organisations not just for higher salaries, but because of the sense of anonymity of their efforts. In an age of scrambling for talent, a sincere ‘thank you’ and regular quarterly feedback become a competitive advantage that cannot be easily copied, and that makes a real difference to the bottom line.

  • Spotify revolution. Developers haven’t written a line of code since December

    Spotify revolution. Developers haven’t written a line of code since December

    Most of the tech industry is still debating the ethics of replacing programmers with artificial intelligence. Meanwhile, Spotify is quietly implementing a model where the role of the engineer shifts from writing code to overseeing it. During the company’s latest quarterly results summary, Gustav Söderström, co-CEO of the company, revealed a striking statistic: since last December, the streaming giant’s developers have virtually stopped writing traditional lines of code from scratch.

    At the heart of this transformation is an internal system called Honk. This tool allows engineers to remotely configure and modify applications in real time, often via simple commands on Slack. From an operational perspective, this is a breakthrough – being able to fix a critical bug in the iOS version during the morning commute to the office drastically reduces iteration cycles and lowers downtime costs. For Spotify’s management, this is not just a gadget, but the foundation of a new efficiency strategy that aims to maximise results while optimising human resources.

    But Spotify’s ambitions go deeper than just streamlining the back-end. The company is building powerful data sets to personalise the user experience on an unprecedented scale. New features such as smart playlists generated from descriptive prompts are just the tip of the iceberg. The aim is to contextualise: the system is supposed to understand that a request for ‘workout music’ should produce different results for a user in Stockholm and another for someone in New York, given local trends and habits.

    Despite these successes, Spotify is treading on thin ice in its relationship with the creative market. Incidents involving projects such as The Velvet Sundown – bands fully generated by AI that are gaining mass popularity – are causing concern for traditional artists. The company is attempting to balance this conflict by involving music industry leaders in its work on ‘responsible AI’.

  • The end of cheap labour. Poland relies on AI experts

    The end of cheap labour. Poland relies on AI experts

    Poland’s modern business services (BSS) sector is undergoing its most fundamental transformation since its accession to global supply chains. The latest Hays 2026 Salary Report paints a picture of a market that is definitively breaking away from the label of ‘Europe’s back-office’. The era of simple, transactional processes based on pure cost arbitrage is giving way to an advanced technological ecology in which the primacy of expertise over labour volume is becoming the new paradigm.

    Algorithmic revolution in the employment structure

    Underpinning this change is the unprecedented adoption of artificial intelligence. In just twelve months, the percentage of workers in the sector using AI tools has risen from 37% to 60%. This is not just a tool evolution, but a structural upheaval. Automation is successively cannibalising simple administrative tasks, resulting in the extinction of quantitative recruitment projects. Instead of competing on the price of a man-hour, Poland is starting to bid on the quality of intellectual capital.

    The new currency of competence: Hybrid and Expertise

    Despite the ongoing transformation, the sector is not losing its growth momentum, although it is changing its vector of expansion. As many as 82% of organisations plan to actively recruit, focusing, however, on highly specialised profiles. The current needs landscape is defined by three pillars:

    • Technology: the dominance of AI, machine learning (63%) and data analytics.
    • Strategy: People management and business analysis (66%).
    • Adaptability: Ability to permanently re-skill and operate in a hybrid model.

    Investors, who only a few years ago were locating IT support centres in Poland, are now looking here for cyber-security architects and specialised software engineers. This shift is creating a specific market tension: with an increasing number of applications, as many as 41% of companies report a critical shortage of specialist competences.

    Outlook: Towards a high value-added economy

    Although the process of phasing out simple processes raises natural concerns in regions heavily dependent on the traditional BPO model, in the long term it is a healing process for the Polish economy. The shift from task execution to strategic value creation positions Poland as a mature technology market.

    Success in this new reality will depend on the synergy of the public and private sectors in the area of workforce retraining. Poland enters 2026 with moderate optimism, turning quantity into quality and cheap labour into a unique synergy of human intelligence and algorithms.

  • IT jobs after the great adjustment: An analysis of the demand for experts and the marginalisation of juniors in 2026

    IT jobs after the great adjustment: An analysis of the demand for experts and the marginalisation of juniors in 2026

    After a tumultuous period of adjustment, the Polish technology sector is entering a phase of mature growth that is redefining the employment structure. Data from Pracuj.pl for 2025 shows an 18 per cent increase in the number of IT job offers, translating into more than 760,000 advertisements. While the numbers suggest a return to a bull market, deeper analysis reveals a deeply polarised market where experience and AI expertise have become the only hard currency.

    Dividend from experience

    The most striking indicator is the unprecedented 77 per cent increase in demand for experts and seniors. Technology companies have stopped investing in capability and started buying immediate efficiency. In a world where capital is more expensive than in the previous decade, employers expect specialists capable of generating business value from day one.

    This trend comes at the direct expense of the youngest seniority. The number of offers for juniors has dropped by 4%, which, combined with increasing demands, creates a ‘glass ceiling’ for entry into the industry. Rafał Nachyna, COO of Grupa Pracuj, notes that the market is shifting towards roles that are key to software development, marginalising support departments such as helpdesk or agile coaching.

    AI as a foundation, not an add-on

    Artificial intelligence has ceased to be merely the subject of conference panels, becoming an operational requirement. The AI/ML segment has seen spectacular growth of 122% year-on-year. New positions such as AI Engineer or Manager MS AI Copilot demonstrate that companies are moving from the experimentation phase to the deep integration of language models into business processes.

    Importantly, AI is not replacing programmers, but drastically raising the bar for those who stay. Candidates with a combined profile – those who can tie together advanced code with a measurable business objective – are preferred.

    Strategic transparency

    In the area of pay, a pragmatic approach to openness is observed. Although the overall percentage of offers with a fork has stabilised at 32%, it is distributed unevenly. In senior adverts, salary transparency has increased to 44%, becoming a key tool in the battle for scarce talent. At the same time, the junior segment has seen a decline in this area, suggesting that transparency is now a privilege offered almost exclusively to the most desirable links in the technology chain.

    Supported by the unlocking of EU funds and the stabilisation of GDP, 2026 may bring further recovery, but it will be a market tailored to the dictates of high technical competence and strategic AI adoption .

  • Where have IT jobs gone? 3 key growth areas after the 2025 wave of redundancies

    Where have IT jobs gone? 3 key growth areas after the 2025 wave of redundancies

    The year 2025 made economic history not as a year of crisis, but as a moment of great reconfiguration. According to a recent report by RationalFX, the technology sector has eliminated almost 245,000 jobs worldwide during this time. These figures, while alarming at first glance, represent only the facade of a deeper process: a sustained shift from a scale-based employment model to one driven by artificial intelligence-driven efficiency.

    Today, at the beginning of 2026, the key question for business leaders is no longer ‘how many people have gone out of business’, but ‘where is the capital that has been freed up by this transformation being invested’.

    The balance of the “Great Reset”

    Analysis of moves by giants such as Intel, which cut staff from 109,000 to 75,000 employees, and Amazon, eliminating more than 20,000 positions, indicates a move away from the ‘redundancy’ strategy that prevailed in the cheap money era. As RationalFX analyst Alan Cohen notes, last year’s cuts were different from previous waves of layoffs. They were not a short-term cost adjustment, but a permanent structural adjustment.

    Companies have stopped treating job cuts as a defensive reflex to high interest rates. Instead, they treated them as offensive groundwork for ‘AI-native’ organisations. In this context, 2025 was the end of IT as we knew it – a sector where success was measured by the number of engineers. 2026 becomes the dawn of the era of integrated IT, where value is generated by a symbiosis of human strategy and machine execution.

    Anatomy of a fallen position

    The hardest hit were the departments that for years formed the operational ‘body’ of the corporation: customer service, administration and human resources. Salesforce’s decision to reduce its support staff by 4,000 people or the massive cutbacks in data processing areas at IBM and HP are clear signals – roles involving manual data translation and repetitive interactions have been permanently taken over by autonomous agents.

    It is worth noting, however, that this elimination of roles has not always gone hand in hand with immediate success. The industry is currently facing a so-called ‘productivity gap’. Companies have got rid of old structures, but are still learning how to manage new ones. It is in this gap – between the potential of technology and its real implementation – that the new staffing needs for 2026 are born.

    New bastions of growth: the competence of tomorrow

    Although the RationalFX report suggests that the wave of redundancies may continue until the end of the first quarter of 2026, in parallel we are seeing the emergence of new competence centres. So where are the jobs being created?

    1 Orchestration and Governance AI: The massive deployment of automation at companies like Accenture (11,000 redundancies with a gigantic commitment to AI) is creating a demand for governance experts. It is no longer about programming algorithms, but about ethical and operational orchestration – ensuring systems are secure, compliant with regulations and consistent with company strategy.

    2 Value engineering and performance ‘recovery’: The market is looking for professionals who can fill the gap that Alan Cohen mentions. Companies need people capable of translating the raw power of AI into real margins. This is a new category of business-technology consultants who understand processes more deeply than old-school coders.

    3 Transformational systems architecture: The example of HP, integrating AI across all operations, shows that hardware and software are no longer separate entities. There is a growing need for architects who can design entire ecosystems of hybrid (people-machine) work.

    Survival strategies: the BT model versus shock therapy

    An interesting reference point is the UK’s BT, which has chosen a strategy of a ‘steady pace’ of job cuts until 2030. This approach stands in contrast to the aggressive, one-off cuts in the US (which have concentrated nearly 70% of global redundancies).

    There is a lesson here for business leaders: rapid downsizing, as in the case of Intel, allows for a quick financial reset, but carries the risk of losing intellectual capital. In contrast, an evolutionary model, based on reskilling (as at Tata Consultancy Services), preserves the domain knowledge needed to properly ‘feed’ AI models with data about the company’s processes.

    A new profile for the IT worker

    The year 2026 will not be a time of massive returns to old recruitment patterns. The IT job market is not shrinking in value terms, it is undergoing a fundamental metamorphosis. The place of the ‘task contractor’ is being taken by the ‘solution architect’.

    The 245,000 redundancies are a tragic event on a micro level, but on a macro level it is a huge release of talent. For smaller players and startups, 2026 is an opportunity to recruit Big Tech experts who have hitherto been out of their financial reach. It is a time of democratisation of competencies that could result in a new wave of innovation, as long as business learns from the painful lessons of the past year.

  • Why is Gen Z more afraid of AI than Boomers? Surprising findings from a survey of 35 markets

    Why is Gen Z more afraid of AI than Boomers? Surprising findings from a survey of 35 markets

    The surge in the number of job vacancies requiring ‘AI agent’ skills – by an impressive 1587% – is not just another recruitment statistic, but signals a fundamental shift in the structure of global employment. Randstad’s latest ‘Workmonitor’ report, based on analysis of more than 3 million listings and research in 35 countries, sheds light on the growing tension between technological acceleration and workforce sentiment. While companies are aggressively automating simple, transactional tasks, a clear generational and perceptual divide is being drawn in the labour market.

    Generation Z is proving to be the most vulnerable to pressure. Young workers, entering a market increasingly dominated by chatbots and algorithms, show the highest levels of anxiety about their professional future. Paradoxically, it is the baby boom generation (baby boomers) who show more confidence in surveys and are calmer about adapting new tools. Sander van Noordende, CEO of Randstad, aptly diagnoses this phenomenon, pointing to a dualism of attitudes: employees see the potential of technology, but remain sceptical about employers’ intentions. The fear that AI will mainly be used to cut costs and screw up productivity, rather than really support employees, is widespread – almost half of those surveyed believe that the only beneficiaries of this revolution will be corporations.

    The report also reveals a drastic gap in the assessment of economic realities, which can be challenging for business leaders. As many as 95% of employers anticipate growth in the coming year, while this optimism is shared by only 51% of employees. This disparity is particularly worrying in the context of global macroeconomic uncertainty, driven by trade wars and aggressive US foreign policy. For executives, the conclusion of Randstad’s data is clear: the success of AI investments, for which many tech companies are still waiting for a return, will depend not only on algorithms, but above all on the ability to bridge the trust gap between boards and employees.

  • Earnings in IT 2025: Up to £25k for a B2B senior. Who gained the most?

    Earnings in IT 2025: Up to £25k for a B2B senior. Who gained the most?

    After two years of painful correction and frozen budgets, the Polish technology sector is finally seeing a rebound. According to the latest report by Just Join IT and N-iX, the number of job offers in 2025 increased by 8.42 per cent year-on-year, exceeding 110,000 advertisements.

    However, this is not a return to the ‘El Dorado’ of mass recruitment, but an entry into a phase of mature consolidation where capital is flowing to where it can see a direct return on investment: in analytics and artificial intelligence.

    The most symbolic change took place in the technology structure. After years of undivided dominance by JavaScript, the Data category has taken over the primacy, comprising 10.78 per cent of all offerings. The dethroning of the frontend in favour of analytics, Big Data and Data Science signals a fundamental shift in business strategies.

    Companies have stopped focusing solely on building new interfaces, shifting the focus to optimising processes and learning from their resources. This trend is reinforced by the rapidly growing AI/ML segment.

    Although artificial intelligence accounts for less than 5 per cent of advertisements, this is where specialists are seeing record salary increases of 15 per cent and the volume of offers has quadrupled.

    However, the market recovery is selective and brutal for newcomers. The barrier to entry in the IT industry has reached historic highs. As many as 96 per cent of all adverts last year were aimed at seniors and mids. Juniors, with only 4.79 per cent of the market share of offers, became a statistical margin.

    Rather than investing in staff training, employers are looking for ready-made competencies that scale the effectiveness of teams from day one.

    In terms of salaries, 2025 has widened the gap between B2B contracts and employment contracts. This is most evident at the mid-level, where the earnings gap reaches 26 per cent in favour of contracts.

    B2B seniors can count on an average net salary of nearly PLN 25,000, which is attracting more and more experts to this cooperation model. Although remote working remains the standard (74 per cent of offers), managers are increasingly bold in promoting the hybrid model. The number of adverts requiring partial presence in the office increased by 29 per cent, suggesting a slow retreat from 100 per cent remote work to building an organisational culture in the ‘4+1’ or ‘3+2’ model.

    The year 2026 promises to be a time of further specialisation. The era of easy money is over, and the era of precise investment in technologies that make a real difference to companies’ bottom line has begun.