Key takeaways: 

• The advantage of external IT partners: reduced reliance on internal resources. This provides access to broader expertise to make technology decisions aligned with your business priorities. 
• Prioritizing business continuity by implementing recovery plans, testing backups, and proactive maintenance to avoid costly downtime and protect revenue in the event of an incident. 
• Integrating cybersecurity as an operational issue by assessing risks, securing access, and training everyone to reduce the risk of cyberattacks. 
• Focusing on simplicity within IT ecosystems by limiting the number of tools. This makes day-to-day management easier while reducing errors and hidden costs related to complexity. 
• Investing in training and support to improve tool adoption and strengthen operations overall is essential to ensuring the success of digital transformation and the adoption of innovative technologies.
• Aiming for budget predictability by planning technology investments, avoiding financial surprises, and ensuring better budget management over the medium and long term.

2025 recap 

In 2025, technological advances and the evolution of enterprise systems and processes were at the centre of Canadian SMBs' concerns, as they operated in a demanding environment: 

• Economic slowdown
• Persistent inflation
• Cost pressures
• Geopolitical uncertainty
• Trade wars
• The shock of a skilled labour shortage
• A marked increase in cybersecurity attacks

For many leaders, 2025 was primarily marked by a constant need to adapt, often in a reactive mode, to maintain operations and protect margins across all sectors. 

This reality forced SMBs in construction, retail, and services, where people remain central, to delay projects, reassess priorities, and invest for immediate impact. 

It was impossible to ignore the steady progress of artificial intelligence and digital technologies, which made significant advances throughout the year, fueling innovation across many domains. 

Technology decisions took on a central role, not out of a desire to innovate, but out of a need for stability. 

For many, technology became both a safety net and a productivity lever. 

What lies ahead in 2026 

In 2026, SMBs are more focused than ever on proactive planning. They aim to minimize disruptions throughout the year by structuring their strategy. This clarity will help reduce long-term risks related to business continuity, cybersecurity, cost predictability, and reliance on internal talent. 

SMBs need to launch new technology initiatives and methodically organize their processes and systems. By doing this, they will support sustained growth, ensure operational consistency, and enable organizational agility throughout 2026. 

Leaders now face a central question for 2026: How can their technology framework support growth while staying simple? Success will require balancing business continuity, company protection, and development. Organizations should also concentrate on meeting customer expectations with compelling, sustainable offerings. 

 Methodology for 2026 trends 

This article presents an analysis of technology trends for 2026, based on sector research and consulting firm studies. Within this framework, our experts formulate recommendations specific to Canadian SMBs.

[BLOG_POST_SUMMARY]

Why the focus on SMBs 

SMBs, or small and medium-sized businesses, form the backbone of Canada's economic fabric. According to the most recent data from Statistics Canada, they represent more than 98% of businesses across the country, employ nearly half of the workforce, and contribute approximately 34.7% of gross domestic product (GDP). 

This central role in the economy stems from their ability to generate growth, create jobs, and stimulate innovation across all sectors. 

What about their use of technology?  BDC data shows that Canadian SMBs are already using artificial intelligence in practical ways. One in two SMBs has integrated AI into its operations, mainly to automate repetitive tasks, improve efficiency, and support decision-making. 

Updating and integrating new technologies now preserves performance, reduces inefficiencies, and keeps SMBs competitive. 

Digital transformation: SMB industry sectors 

Canadian SMBs leading digital transformation are found in professional services, construction, transportation, logistics, and retail. 

These sectors are quick to adopt solutions for greater efficiency and competitiveness. 

SMBs in these industries are investing in technologies such as artificial intelligence, cloud computing, and integrated management systems, enabling them to adapt to rapid market changes and meet customer needs effectively. 

6 Key Trends of the Year for Canadian SMBs 

1. Moving from in-house management to trusted external IT partners

What's changing 

Since the pandemic, the "we manage it internally when we can" model has shown its limits: 

• IT talent shortages, 
• increasing complexity of technological infrastructure, 
• growing cybersecurity requirements. 

This makes internal management increasingly risky for SMBs. 

In its State of Entrepreneurship 2025 report, BDC indicates that 14% of SMBs outsource specific processes to reduce their internal dependency and gain access to broader expertise. Integrating IT partners into business processes is becoming a given. 

In addition, evolving cybersecurity and compliance regulations are encouraging SMBs to outsource to meet new regulatory obligations better. 

Strategic priority 

Surrounding the organization with a partner capable of managing complexity, while also supporting medium- and long-term decision-making. 

An external perspective clarifies strategic objectives and aligns technological choices with the shared vision for effective planning. 

Why this matters for SMBs 

For Domenico Cerrone, the explanation is simple: 
"More and more SMBs are realizing that value is no longer in the tools, but in the relationship with a partner capable of making structuring decisions." 

Hiring a partner reduces operational risk when finding and keeping talent is hard, strengthening operations and expanding capabilities. 

This collaboration helps the organization adapt to market changes and maximize value based on specific needs. 

2. Investing in business continuity, not just performance

What's changing 

Technology failures, cyberattacks, or critical incidents can disrupt operations and result in significant financial losses. 

Strategic priority 

The priority is to minimize interruptions, anticipate potential incidents, and maintain business continuity. 

"We still see too many companies investing in IT to perform, without investing to keep operating when something breaks." 
— Jacques Levesque 

Why this matters for SMBs 

Prevention means understanding interruption costs. Safeguarding business continuity is a strategic way to boost resilience. 

3. Cybersecurity becomes a survival investment

What's changing 

SMBs are increasingly targeted by cyber threats because they have fewer resources and less structured controls. 

Strategic priority 

A risk assessment audit enables a shift from reactive to preventive and structured cybersecurity. 

Why this matters for SMBs 

Cyber incidents harm finances. Treating cybersecurity as a recurring expense helps protect against larger losses. 

In this context, employees must be prepared to make decisions and manage risk. As Nick Di Nazza puts it, "Cybersecurity is no longer a project. It's a condition for staying in business."  

4. Focusing on simplicity and standardization

What's changing 

Technology ecosystems have become more complex over time: 

• Accumulation of tools, 
• Multiple vendors, 
• Undocumented configurations. 

Digital transformation depends as much on skills as on technology. Complexity slows decision-making and heightens risk. 

Strategic priority 

Simplify, standardize, and regain control of the IT environment. 

Why this matters for SMBs 

According to Jacques Levesque:  "Every tool added without reflection becomes technical debt that the company will eventually have to pay."  Reducing complexity lowers errors and costs. Standardization yields simple, secure, and lasting IT architecture. 

5. Investing in the human factor

What's changing 

The majority of cybersecurity incidents are linked to human error. A tool alone is not enough. Internal resources must understand tools, risks, and best practices. Real strength lies in the human ability to combine skills, strategic judgment, and technology to adapt effectively. 

Strategic priority 

Train, raise awareness, and provide ongoing support to employees. Organizations must implement learning programs that are relevant and up to date to keep teams alert to emerging threats. 

Why this matters for SMBs 

Canada's Cyber Centre reminds organizations that employee training and awareness are essential to reducing incidents. Domenico Cerrone often says, "A prevention tool is never as useful if teams don't know how to use it."  Better understanding reduces errors and improves adoption.  

The human factor becomes a pillar of security and efficiency. 

6. Seeking budget predictability rather than surprises

What's changing 

SMBs want to regain control of their spending. Unexpected costs can be expensive and undermine effective planning. In a context where external factors cannot be controlled, such as geopolitical or economic conditions, refocusing on what is within our control becomes essential. 

Technology investments should be predictable. Organizations can better plan their Technology investments, anticipating costs and optimizing spending.to ensure complete clarity in technology cost planning, to anticipate service disruptions, and to better support business continuity. 

Why this matters for SMBs 

BDC highlights that cost reduction and cost control are among the top priorities for SMBs. A predictable model makes planning easier, reduces stress, and supports informed decision-making. Budget predictability also facilitates the achievement of financial and operational objectives. 

How to do this? According to Rainer Zimmermann, technology tools must be regularly updated, and organizations should not wait until processes become obsolete, as this increases the risk to stability and performance. 

How to structure technology decisions in 2026 

In light of these trends, SMBs must avoid multiplying technology projects without a clear direction. The priority is not to do more, but to identify areas for improvement and define strategic directions, thereby prioritizing projects in the correct sequence and ensuring a solid start to the year. 

Launching new projects or phases of technological development is a key step in digital transformation. The network, both in terms of infrastructure and connectivity, is critical to structuring technology decisions and consolidating services at scale. 

The result? A structured approach that enables SMBs to make the right decisions. The team, comprising experts in guidance and structuring, is crucial to ensuring the successful deployment and governance of technology projects. 

1. Conduct a cybersecurity audit.

Before investing in new solutions, it is essential to understand where the real risks lie. A cybersecurity audit helps identify vulnerabilities, sensitive access points, critical dependencies, and compliance gaps. According to a Gartner report, regular system audits are necessary to anticipate emerging threats and strengthen organizational resilience against cyberattacks. 

This step provides a clear view of the current posture and prevents decisions based on perceptions rather than facts. As many experts point out, it is far easier to move toward a preventive approach when risks are clearly defined. 

2. Assess the current technology landscape.

SMB IT environments have often been built up over time. Programs and new infrastructure have been added over the years. Temporary solutions that became permanent. Multiple vendors without overall coherence. All departments are affected, from marketing to accounting to procurement. 

Assessing the current landscape helps identify what is actually being used, including web and digital applications and interfaces, what creates value, and what adds unnecessary complexity. This step is essential for identifying opportunities to simplify, standardize, and reduce costs, while also strengthening security and continuity. 

3. Choose a partner that acts as a consulting service.

The trends for 2026 indicate that SMBs are no longer seeking only technical support. They are seeking a partner capable of supporting informed decision-making and adapting to rapid market evolution. 

A partner that acts as a consulting service brings an external perspective, helps prioritize investments, aligns technology with business objectives, and anticipates risks. As mentioned in the article, value no longer lies solely in devices and applications, but in the ability to make structured, coherent, and sustainable decisions. 

4. Implement training and ongoing follow-up.

Technology alone does not guarantee a business's protection. Teams play a crucial role in security, efficiency, and technology adoption. 

Training employees, raising awareness of risks, and ensuring regular follow-up reduce errors, improve the use of existing solutions, and strengthen the security culture. In 2026, investment in training becomes just as critical as investment in technology itself. 

A brief note on AI: benefits and risks 

Artificial intelligence is no longer new for Canadian SMBs. It is already integrated into operations. According to BDC, one in two SMBs uses AI today, primarily to automate repetitive tasks, reduce administrative workload, and improve operational efficiency. 

A key finding: 90% of SMBs believe AI improves the efficiency of their operations. 

Why AI is no longer a strategic trend for SMBs 

By 2026, AI will no longer be considered an emerging trend. It has entered a phase of operational maturity as a technology. 

Maturity and risk management

AI expands the attack surface. Accenture observes that cybercriminals are already using AI to automate and accelerate attacks, bypass existing systems, and overwhelm security teams. 

In other words, the same capabilities that make businesses more efficient also enable faster and more sophisticated attacks. 

For SMBs, the question is not whether to adopt AI. The issue is governance. Without governance, training, and integration into a cybersecurity strategy, AI becomes a multiplier of operational risk. 

Using AI with caution 

According to BDC, AI also plays a central role in repetitive tasks across data entry, accounting, human resources, and marketing. 

Each of these represents additional entry points that increase risk. Everyone involved must receive training and ensure that internal governance and sensitivity to sensitive data are properly integrated. 

What SMBs should take away from technology trends? 

2025 was a year of resistance. 
2026 must be a year of structure. 

The SMBs that succeed will be those that have learned from recent years. They will accept that not everything can be managed internally. They will invest in business continuity, cybersecurity, and cost predictability. They will simplify their environments and invest in their teams. 

Technology becomes a foundation. Not a one-off project. 

The question is no longer whether to invest in IT. The question is how to build a coherent, secure technology environment that supports the business in an uncertain context without adding unnecessary complexity.