AI 2026: The gap between intelligence and context is closing

Artificial intelligence will feel personal, really understand our work and finally reduce work over time. This is the view of Andy Wilson, Senior Director, New Product Solutions, Dropbox, in his guest article.

AI will increasingly be able to «think» in larger contexts. (Image: Depositphotos.com)

For most of us, the technology we use at work follows a familiar rhythm. The internet has opened up access to unlimited information, mobile devices have freed us from our desks and cloud software has allowed each team to build their own ecosystem of specialized tools. These changes have brought speed and flexibility, but have also created a noisier and more fragmented workplace. Today, our attention needs to be spread across a growing number of apps and platforms. In 2026, however, we will see the next big shift in this evolution as technology finally begins to fully understand us and how we work.

AI is learning

We are moving away from tools that simply perform tasks to tools that know why we are performing those tasks. Away from generic AI that answers questions and towards contextual AI that really understands our priorities, role and the work we actually need to do.

Until now, AI was mostly generic and powerful, but without knowledge of the team, the company's own terminology or the reality of the last quarter. It could name the capital of Peru (Lima), but not why a project stalled last week. This gap between intelligence and context will close in the coming year!

The next leap: AI becomes a strategic assistant

For years, digital environments have become increasingly cumbersome and overloaded with more tabs and notifications than anyone can realistically manage. The result is a working day characterized by friction rather than concentration.

Employees don't keep up with their workloads not because of a lack of effort, but often because they spend so much time looking for information that exists somewhere - hidden in tools that were never meant to collaborate.

This pattern will change from 2026 and AI will take over much of the silent, invisible coordination that has consumed the majority of our attention to date. The next generation of tools will reduce administrative work by taking it over, instead of piling it up higher and higher for the user. People will regain their time and clarity.

Smarter calendars are a good example of this change. They are evolving from static schedules to decision-making tools that organize the work week by results rather than availability. They identify which meetings can be postponed, protect the important deadlines and create undisturbed space for tasks that require depth. They also protect the small, very important breaks in the working day, in which, for example, thoughts can be reorganized during a walk in the fresh air or over a cup of coffee.

Career next level: expertise meets flexibility

Another trend that will become more apparent in 2026 is «fractional working», as more and more executives seek a portfolio-style career. The gig economy paved the way for more flexible ways of working back then, and the pandemic has shown that work performance of executives does not always depend on being in the same place. Rather than committing to a single employer, executives in the fractional working model therefore choose a combination of roles where they can make the most impact. Companies have the advantage of gaining access to skills that might not otherwise be available to them. Fractional work also leads to more conscious career planning and gives employees the freedom to take on the challenges they find meaningful. At the same time, many companies have realized that they need expertise that cannot always be provided by a single full-time employee.

In 2026, this will become much more practical as AI begins to take over the coordination that used to make these tasks so difficult. A recent survey carried out revealed that 97 % of managers already use AI in their personal work. This shows that they are increasingly using these tools to complete routine tasks and increase their effectiveness.

On this basis, managers can rely on systems that consolidate communication, display important updates and organize priorities in very different environments. AI-powered emails, smarter scheduling and knowledge tools like Dash help to reduce time lost when moving between companies and give employees a clear overview of what each team needs from them.

The future of work 2026: More personal, more focused, more human

There is no doubt that AI fatigue exists and the answer does not lie in more tools. What people need is leadership that sets frameworks, builds trust and gives them space to explore new skills without feeling overwhelmed. Accordingly, AI can help promote healthier work rhythms and reduce the pressure caused by constant context changes. It can also help people make better decisions about how they manage their time and wellbeing, which is now just as important as productivity.

From features to clarity - the new role of AI

In 2026, AI will take over more of the coordination, creating space for focused thinking and meaningful work. As this happens, the technology will become more unobtrusive and supportive, and the focus will shift from the number of functions to the clarity it enables. Because when AI cuts out the clutter, highlights what matters and supports people in a way that feels personal, it will be a defining change. It won't be a loud breakthrough, but a gently redesigned working day that feels clearer, calmer and more human.

 

Author:

Andy Wilson is Senior Director of New Product Solutions at Dropbox. With more than 18 years' experience in interactive television services, broadcast innovation, product management and digital rights for the BBC, and having held a leading position on the Digital Production Partnership initiative, Andy Wilson joined Dropbox in 2018. He works closely with organizations on a daily basis to extract as much value as possible from Dropbox's technology and products. Dropbox to be able to draw on this. 

 

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