What to Expect in 2026

by Diane M. Calabrese | Published December 2025

 

 

Candor about AI must top the list of expectations for 2026. In fact, make it a certainty instead of an expectation—a certainty that may unfold even before 2025 ends.

It’s becoming increasingly difficult—to the level of silliness—for analysts to continue “hypothesizing” about what AI will do and can do all while AI is already doing.

Debate over such things as legislating guardrails for AI is in the realm of the absurd. So, too, is any discussion of how best to integrate, coexist with, deploy, or slow down AI.

In 2026, if not before, every sphere of society, from commerce and industry to education and healthcare, etc., will be forced to acknowledge that AI permeates all interactions, and that its impact grows larger each second. Is there exponential growth? Perhaps not yet, but another overwhelming thing on which to reflect.

Meanwhile, economic activity continues, and business owners, financial experts, and others have a perspective on what that activity will look like in the new year—a year that puts us at the midpoint of the third decade of the 21^st century.

Let’s zero in on the outlook for business. Does anyone have ideas?

“I would say I’m cautiously optimistic,” says Greg Sprunk, president of Superior Cleaning Equipment Inc. in Phoenix, AZ. “I think there are a lot of good things happening; and I think the country is headed in the right direction as long as the policies the current administration wants to enact are enabled and enforced.”

Sprunk holds a generally positive outlook on monetary matters. “I think interest rates are going to be reduced. I think that will reduce some pressure, but I also think there are possible problems as well.”

Issues such as effects from government shutdowns can reduce some of the positives because they lead to conflict, explains Sprunk. And conflict—whatever the source—tends to dampen the spirit of people.

Does the outlook for 2026 seem reminiscent of any past year? “No, it seems like for the last five years we are in unchartered territory every year,” says Sprunk.

The many unexpected happenings that began in late 2019 with the acknowledgement that a new and fast-moving virus was making its way around the world made a memorable beginning to the decade. What followed on were “the stock market resilience, inflation, politics, and many other factors that have made every year since seem unique,” says Sprunk.

There’s an unpredictability about it all. Yes, that’s true as every new year arrives. But business owners are detecting something unusual as well as unpredictable.

“The economic outlook for 2026 is that of a rapidly changing market that is difficult to predict,” says Bruno Ferrarese, co-owner of the Idrobase Group in Borgoricco PD, Italy. “There are many factors that could influence it, such as artificial intelligence, the emergence of new manufacturers, cross-border customs duties, and the needs of end customers.”

There are many factors to weigh and evaluate. “All this will lead to very significant changes that are difficult to interpret and assess at present,” says Ferrarese. “Those who are able to present new communication-focused solutions to the market will be the winners.”

Again, the uniqueness to this time captures attention. “With this outlook, 2026 promises to be a very exciting and stimulating year,” says Ferrarese. “Never before have the market and the world changed so much, replacing old habits with new ones.”

So unique is this period that Ferrarese sees nothing that’s about to unfold as reminiscent of a year past. “Absolutely not,” he says. “The year 2026 will certainly not be a continuation of what we have experienced over the last five years.”

What is 2026 likely to bring? “It will be a year of momentous change, and it is difficult to draw up a business plan that can be confirmed in the consolidated financial statements at the end of 2026,” says Ferrarese.

 

Perhaps Some Parallels

Although it may seem that digital communication occurs at the speed of light, it’s not quite that fast. Under most present conditions (and conveyors), it’s about two-thirds the speed of light.

Still, the speed is fast enough to pull us into the swirl of yet-to-be imagined directions. Before being swept away, however, it’s always a good idea to remember we build on a foundation of knowledge and societal activity. That recollection allows us to temper both our expectations (and our concerns).

“In many ways 2026 reminds me of the post-2008 recovery period,” says R. Calvin Rasmussen, president of Royce in West Jordan, UT. “Back then, companies that survived the downturn emerged leaner, more intentional, and better positioned to gain market share.”

How did they reposition? “The focus was on fundamentals, training teams, tightening financial controls, and strengthening customer relationships,” explains Rasmussen.

“Today feels similar,” says Rasmussen. “Economic uncertainty has prompted companies to examine every operational decision.”

Rasmussen says that it’s likely companies that approach 2026 with “discipline, clarity, and actionable insights” will “outperform their peers” as they did in the years that began with 2010. Indeed, his outlook is positive.

“I’m optimistic about 2026,” says Rasmussen. “While the challenges like rising operating costs, a tight labor market, and ongoing supply chain adjustments remain, the outlook for companies that are disciplined, data-driven, and focused on execution is very strong.”

In fact, Rasmussen explains that his company looks to 2026 as a year for strategic growth. “The demand for cleaning equipment, service, and parts continues to be robust, driven by industries that prioritize compliance, efficiency, and uptime.”

And there’s a corollary to the demand. “Companies that invest in innovation, including automation, wastewater treatment solutions, and environmentally responsible products, will be best positioned to capture market opportunities,” says Rasmussen.

There’s a question each business should be able to answer, says Rasmussen. “What are you doing to prepare your company and your industry for success in 2026?”

And what is Rasmussen’s company doing? “We are planning with precision and intention.”

By leveraging its CETA [Cleaning Equipment Trade Association] benchmarking PAR [performance analysis report], Rasmussen’s company has identified five top areas on which to focus, areas such as improving gross margin, increasing sales per customer, and optimizing operational efficiency.

The chair of the CETA benchmarking committee, Rasmussen is a forceful advocate for benchmarking as he explains that each participating company benefits. And so does the entire industry.

“When one company grows smarter and stronger, it helps lift the entire market, truly a case of ‘a rising tide lifts all boats,’” says Rasmussen.

 

Numbers and Adaptation

As we write near mid-October 2025, many groups are releasing economic forecasts for 2026. Most begin with tempered optimism, such as “things look better than we feared.” But it’s possible to find data to support almost any outlook from gloomy to giddy.

One recurring theme tossed about is that the pervasiveness (growth) of AI promotes optimism. More on the “why” of the optimism would be welcome, but we infer it’s because so much research and development funding is flowing into AI, which in turn provides a boost to the economy, at least in the short term.

OECD [Organization for Economic Co-operation and Development] issued an interim report in September 2025 suggesting real GDP growth will slow globally (from 3.2 percent in 2025 to 2.9 percent in 2026), and inflation is expected to ease.

Cautious optimism comes from members of our industry as well as analysts. Add Dennis Black, the president of McHenry Pressure Cleaning Systems in Frederick, MD, to the group.

“We do expect an approximately 10 to 15 percent increase by the end of 2025 compared to 2024,” says Black about the picture at his company. Even with myriad variables that will affect 2026, he takes that as a positive indicator.

“Our business and market area are fairly diverse and not dependent on just one segment or industry,” explains Black. “Putting aside all the variables and things we do not have control over, I expect business to continue at a modest rate in 2026.”

What Black would like to see in 2026 is more attention given to focused adaptation. “I feel it is very important that this industry stays somewhat flexible to what the market needs and wants.”

And is there a key to accomplishing that flexibility? “I believe our manufacturers need to be willing to meet additional custom and special needs that the distributor market is going to require,” explains Black.

“I expect to continue to see some eroding on certain markets and types of equipment,” says Black. “Distributors need to be able to adjust and meet the specific applications…Therefore, the manufacturers that support them need to do the same.”

Adjusting quickly to supply chain pulses might be a place that AI could intervene—and no doubt already does. Similarly, predicting what the next pulse will be ahead of its arrival would most definitely make AI formidable—although it is already formidable (just quietly so), and its predictions from aggregated data may be labelled a forte.

Overall, what should we expect in 2026? An interesting year, and time will tell in which way(s).