AI dominated headlines in 2025. But where last year was about pilots, proofs of concept and cautious trials, 2026 will be about putting AI into real operational use.

We’re likely to see copilots and assistants embedded across everyday tasks, from triaging repair requests and drafting resident communications, to scanning compliance data for early risks. The challenge will shift from “what can we do with AI?” to “how do we do it responsibly, consistently and with trust?”

Governance, transparency and clear resident communication will be non-negotiable. If you treat AI as a colleague, something that augments, not replaces, you’ll be best placed to succeed.

If 2025 was the year data governance moved up the board agenda, 2026 is when it becomes a survival issue.

The regulator is looking for evidence: not just policies or promises, but hard data that demonstrates compliance, safety and tenant satisfaction. Awaab’s Law, tenant satisfaction measures and new consumer standards all demand a data-driven response.

This year will bring sharper focus on:

• Data quality - ensuring the numbers add up and can withstand external scrutiny.
• Data integration - bringing together silos into single versions of truth.
• Data standards - aligning on definitions across landlords, contractors and regulators.

For the sector, this means treating data as a regulatory asset, as critical as finance.

Repairs will remain the single most high-profile digital challenge.

Diagnostics and scheduling are becoming increasingly digital-first, with AI tools helping to identify problems and match the right operative at the right time. Supply chains will need to catch up, with integrated procurement and logistics to reduce delays.

Predictive analytics, spotting the signs of damp, mould, or disrepair before they become complaints or risks, will continue to grow. The challenge will be scaling these tools from pilot projects into daily practice.

Residents expect the same seamless, personalised and responsive services they get elsewhere in their lives. In 2026, that means:

• Real-time feedback tools rather than annual surveys.
• Personalised digital journeys that reflect resident needs and preferences.
• Inclusion strategies to ensure no one is left behind.

Digital engagement isn’t a replacement for human relationships. It’s about augmenting them, using data and tools to make the tenant voice more consistent, immediate and visible in decision-making.

The housing technology landscape is shifting. Where landlords once relied on monolithic housing management systems, 2026 will see a stronger move towards best-of-breed SaaS tools.

That means interoperability will be the watchword. APIs, data hubs and platforms like Microsoft Fabric will become more important, giving organisations the ability to join systems together rather than be locked into one supplier.

Cybersecurity resilience will also be under the spotlight. As more data flows across cloud platforms, boards will be asking sharper questions about risk and recovery.

Digital transformation is no longer just an IT project. Boards, executives and frontline teams all need to raise their literacy in digital, data and AI.

Expect to see more:

• AI and data ethics training for leaders.
• Upskilling for frontline colleagues on new digital tools.
• Partnerships with technology providers, universities and networks to close skills gaps quickly.

Invest in capability, not just technology, and you’ll be among those that realise the benefits.

2026 will see innovation continue to thrive not in isolation, but in collaboration.

We’re already seeing members share knowledge through study visits, roundtables and co-designed pilots. Expect this to accelerate, with landlords working together on common problems such as damp and mould analytics, repairs diagnostics, or data governance standards.

Shared experimentation reduces risk, accelerates learning and creates a stronger voice with regulators and suppliers.