| Aiman Ezzat, Chief Executive Officer, Capgemini

| Jeremy Jurgens, Managing Director, Centre for Frontier Technologies and Innovation, World Economic Forum

| Cathy Li, Head, Centre for AI Excellence; Member of the Executive Committee, World Economic Forum

In the first year of the Technology Convergence Report, we brought to the fore a foundational phenomenon of this era, highlighting the breakthrough innovation increasingly arising from the meeting of multiple technological domains rather than from advances within any single field. Its Tech Maturity Index illustrated how today’s eight most-impactful technology domains follow their own development trajectories, eventually reaching inflection points where meaningful combinations become possible. Artificial intelligence (AI) begins to augment robotics in new ways, biotechnology draws power from computational modelling, and advances in materials science open pathways for next-generation energy systems.

This insight, while valuable, leaves the most consequential question unanswered: how do organizations scale convergent technology into widespread adoption and impact?

Creating a novel combination of technologies is an important milestone, yet history reminds us that technical achievement alone does not guarantee real-world impact. Electric vehicles (EVs) emerged as early as the late 19th century, but their adoption stalled for decades. This was not only due to immature battery technology, but also the fact that there was no ecosystem to support manufacturing, charging and maintenance for everyday use.

The pressure to scale EVs has risen in recent decades, as fuel prices and concerns about energy security and emissions have grown. The companies that finally broke through were the ones that learned how to orchestrate the ecosystem, building charging networks, securing materials supply, partnering with battery innovators and leveraging government incentives. The difference was not due to technical brilliance alone, but to coordination of the ecosystem so that key constraints were removed without creating new ones that were just as severe. As a technology scales, it pulls a new ecosystem into place, and the sources of value shift with that change. Today, the source of value for vehicles has expanded beyond traditional combustion to include software, energy services and connected capabilities.

This understanding of innovation, enriched by the World Economic Forum’s global multistakeholder perspective and Capgemini’s practical experience, shaped this year’s technology convergence report. What you hold is not a static report but a working system. The 3C Framework and Maturity Index continue to pinpoint where meaningful technology intersections emerge. Five industry examples reveal how these combinations reconfigure value chains and redistribute competitive advantage. This report translates insight into operational practice. Each component reinforces the others. Together, they show how organizations have harnessed convergence to move from promising solutions to durable impact.

Using this guide well demands adaptation to the context, commitment over long time horizons and resilience when conditions shift. Convergent innovation does not unfold on a predictable schedule. It rewards those who stay the course.

This is one point in an ongoing conversation. Technologies will mature. Examples will evolve. The mental models captured here are meant to remain relevant. We invite you to engage with these ideas, test them against your experience and contribute to the shared work of scaling the innovations that will shape what comes next.