In a recent Copperberg Conversations podcast, Managing Director Lisa Hellqvist drew on her observations from events, community discussions, and industry interactions throughout the year to highlight what truly moved the needle and what often slowed progress. Her insights offer a forward-looking perspective on how companies can focus on practical execution, navigate change, and position themselves for sustainable growth in 2026.

“2025 was really the year where some execution gaps became impossible to ignore.”

The aftermarket and service industry has shared a clear and consistent vision. AI, sustainability, servitization, and customer centricity became part of everyday language in leadership discussions. By 2025, most organizations could confidently explain why these concepts mattered for their businesses and how they were expected to create long-term value.

What changed in 2025 was not the direction but the level of realism. Leaders began to speak more openly about the difference between initiative and execution. Many of the intended improvements were still not showing up in daily work. Systems did not always connect as expected, data was hard to use across departments, and it was often unclear who truly owned transformation initiatives.

In many cases, investments were high, ambition was strong, and teams were working hard, but the basic building blocks, such as clear ownership, aligned processes, and reliable data, were missing or incomplete.

“The biggest challenge leaders underestimate is how hard it is to change an organization.”

Organizational change has remained a surprisingly difficult task, even when strategies and technology were clearly defined. Many initiatives, especially those involving new digital tools or service-focused business models, advanced on paper, but the real-world results often lagged behind expectations.

Transitioning to a service-led model requires fundamental shifts in how an organization operates. Teams that previously worked in isolation now need to collaborate closely across departments. Incentives must evolve so that behaviors align with new goals, and decision-making authority often needs to be clarified. These changes impact daily habits, established roles, and even how people see themselves professionally. These aspects are rarely captured in project plans, but they can make or break success.

While technology and strategy are necessary for transformation, so are leadership and change management. Organizations must deliberately focus on communication, alignment, and support for the people driving the change. Without a human-centered approach, even the most advanced systems and strategies will fall short.

“The conversation has changed, and leaders are asking for ‘AI in which context?’ and ‘AI for what?'”

Organizations became more grounded in 2025 when they switched from abstract discussions to direct questions about business outcomes. Rather than debating whether AI, sustainability, or service strategies were important in principle, they focused more on measurable impact, such as ROI, margin improvement, operational efficiency, and other concrete results. Economic uncertainty also made it essential to justify investments with clear, tangible value.

Sustainability, for example, moved from a broad aspiration into daily operational decisions, influencing lifecycle planning, maintenance strategies, and service delivery choices. Similarly, AI was no longer treated as a one-size-fits-all solution or a buzzword to be adopted without a clear vision. Leaders have started questioning which processes AI can improve, what problems it solves, and how it fits into existing workflows.

Thinking in terms of specific and actionable use cases was one of the most important developments in 2025, setting the stage for 2026, where execution, transparency, and practical integration of technology will determine which organizations take the lead.

“The real risk is inaction. Inaction is just a knock-on effect of things dragging out.”

In 2025, uncertainty caused many organizations to pause and wait for better data, more mature technology platforms, or clearer signs from the market before taking action. But instead of providing stability, this cautious approach led to stagnation. Time passed, opportunities were missed, and competitors who acted, even imperfectly, moved ahead.

In aftermarket and service, progress does not come from waiting, but from doing. Small, incremental steps, such as cleaning up data, testing new digital tools, or piloting updated service offerings, enable teams to learn, gain experience, and gradually build momentum. Each action, no matter how minor it seems, provides insights that inform the next move and reduce risk over time.

In this environment, doing nothing is not a neutral choice, and it can have a knock-on effect. The organizations that succeeded in 2025 were not those with perfect strategies. They were the ones willing to start somewhere, experiment, adjust as they learned, and keep moving forward. Taking small steps can also have a knock-on effect that amounts to value over time.

“Service is less about uptime and more about lifetime value—your customer lifetime value.”

Looking toward 2026, the focus in aftermarket and service is shifting from isolated performance metrics to the bigger picture of customer relationships. Success is no longer defined only by system uptime, immediate revenue, or short-term efficiency. Instead, organizations will now measure value across the full customer lifecycle, how customers experience, use, and continue to engage with products and services over time.

Rather than rolling out broad, unfocused transformation programs, companies must define who owns each initiative, specify exactly how technology or processes will create impact, and connect every action to real customer outcomes. AI and other digital tools should be embedded directly into daily workflows to help teams make better decisions, rather than existing as separate or disconnected platforms. Adoption should start small, with proven value before scaling widely.

At the same time, service is becoming a central driver of growth. Every interaction, from installation to ongoing support and renewal, contributes to customer lifetime value. Organizations that focus on service as a strategic investment rather than a cost center will be best positioned to differentiate themselves, strengthen customer loyalty, and grow sustainably in the future.

From vision to execution in 2026

The takeaways from 2025 show that the aftermarket and service industry is entering what could be called the Execution Era. Ideas, visions, and ambitions are no longer enough to sustain business. Success will come from deliberate action, transparent decisions, and consistent follow-through.

In 2026, the focus will be on integrating strategy, technology, and people into everyday operations. Small, practical steps, like embedding AI into workflows, connecting initiatives to customer outcomes, and building clear ownership, will compound into lasting progress. Service is becoming a central driver of growth, and measuring success across the full customer lifecycle will be key.

In this new era, waiting for perfect conditions is risky. Momentum built through steady, informed action is what creates competitive advantage. Organizations that embrace this mindset will turn vision into reality, strengthen customer relationships, and set themselves up for sustainable growth. 2026 is not the year for more talk, but for decisions that count.