The complexity introduced by digital platforms, cloud, and digitised systems, isn’t a sign of failure or lack of planning. It comes down to how platforms have struggled to keep pace with the speed at which business operations are changing.

The converging forces of AI disruption, the volatility of global economies, geopolitical shifts and increased pressures on the regulatory and environmental fronts are forcing companies into a state of continuous reinvention. Over the past two years, enterprise leaders aren’t asking whether cloud and AI matter, but rather what they can implement that will reduce friction across the business while still keeping it ahead.

“Architecture choices are becoming a decisive factor in determining how companies approach their technology investments in 2026,” says Mandla Mbonambi, CEO of Africonology. “The drive towards composable and modular architecture is fast becoming the smart way to manage the rate of change.”

This is evidenced by a growing number of companies opting for composable architectures. The global market is expected to reach $31.5 billion by 2034. The growing use of cloud, APIs, micro-services and application integration solutions saw the platform segment gain 73% market share in 2024, and this is consistently growing alongside composable applications and solutions that introduced reusability and adaptability. 

Cloud-native platforms built around modular services can be easily deployed, updated and scaled, and this has a direct impact on operations. Instead of large, coordinated upgrades and tightly coupled dependencies, teams can change smaller components without destabilising the wider environment. Companies are seeing the value. A Forrester study found that when companies use composable architectures, they experience digital capability delivery speeds that are 40-60% faster^[1]. Changes no longer require a system-wide coordination to ensure they are implemented correctly, and this reduces operational drag and gives companies more time to focus on improving services, refining processes and responding to customers.

This matters in environments where teams are already stretched. According to IDC, nine out of ten companies are going to be hit hard by the IT skills shortage – now more of a crisis than a shortage – and that this will potentially cause upwards of $5.5 trillion in losses^[2].  Platforms offer companies a smart way to reduce their operational overheads and demands. They’re now both strategic and practical.

“Of course, AI is making inroads into this problem,” says Mbonambi. “In practice, its value is tied to how deeply it’s embedded in platforms and workflows. Cloud-native environments make this integration easier because AI services can be introduced incrementally and applied to specific processes and refined over time rather than bolted onto existing systems as separate tools.”

AI embedded directly into operational platforms benefits from a measurable reduction in manual process effort, particularly in areas like forecasting, service management and decision support. This delivers a cumulative effect by removing repetitive decision-making from already complex environments as AI steps in, freeing teams to focus on higher-value work.

Fortunately, this reduced complexity also comes without increasing risk. Often, the concern is that governance will lose its way within increasingly distributed environments because control is harder rather than easier. However, platform engineering has emerged as a discipline focused on standardising how modular services are built and secured, and governed, which means the guardrails are centralised into a single system and defined once while being applied consistently.

“It is an approach that changes the nature of control because it doesn’t slow teams down,” says Mbonambi. “Governance is embedded in how systems are designed and deployed. Teams are not under such extensive pressure, and operations are easier to manage and audit.”

Perhaps the most practical argument for cloud-native, AI-powered platforms is their economic value. Modernised platforms can reduce run-cost intensity by measurable percentages. Every hour that used to be spent managing upgrades and manual processes is now spent on new products or customers. For African companies, especially, where growth often outpaces infrastructure maturity, platforms that prioritise adaptability are a sustainable and smart way forward.

“The move towards cloud-native, AI-powered platforms is more of a recalibration that recognises change is constant and that business models are evolving,” he says.

“Customer expectations move faster than traditional system cycles were designed to handle, and these technologies allow companies to adapt without disruption. They don’t remove complexity entirely, but they do make it manageable, which is perhaps one of the most strategic advantages a company can have in 2026,” concludes Mbonambi.