Thinc insights
In speaking with our heads of practice, we uncover how technology can amplify your optimism in the new year.
A new year often brings a renewed sense of optimism – and for many SMEs, that optimism feels hard-earned. After a challenging 2025, marked by economic uncertainty, rising costs and external disruption, business leaders are once again looking ahead and asking – what do we need to do differently to grow in 2026?
While challenges certainly remain, there is a growing appetite among SMEs to seize the initiative rather than sit on their hands – as many, understandably, felt they had to in 2025.
At Thinc, we speak to hundreds of owner-managed and growing businesses every year, helping them navigate uncertainty, modernise operations and business systems and, ultimately, build processes for a future of growth. What we’re already hearing as 2026 begins is not blind confidence – but something far more powerful: measured optimism backed by intent.
So, what’s the current state of play for SMEs, and how can business leaders start planning for a more resilient and fruitful year ahead?
Looking back at 2025, it’s clear why many of us felt cautious. Economic pressures, concerns over tariffs, the Autumn Budget and global supply chain disruption all contributed to an atmosphere of uncertainty. For some, that uncertainty led to delayed investment decisions or a reluctance to commit to large-scale change.
But as Gary McKnight, our Head of Commercial for Sage, points out – one of the most difficult aspects of last year was simply not knowing what might come next. As we move into 2026, that uncertainty hasn’t disappeared – but there could be signs that it’s starting to level out.
There is a growing sense that while risks still exist, their impact may not be as severe as once feared, with a significant majority of SMEs entering 2026 with clear growth objectives in place. The mood music has changed from ‘wait and see’ to ‘time to act’.
As Gary puts it, the alternative simply isn’t viable:
“Many business people are saying: ‘I can’t sit on my laurels and wait. I’ve got to do something about it.’”
That mindset is becoming increasingly common – and it’s a defining characteristic of the SME community. After all, it’s what makes SMEs so resilient and agile.
Anastasia Gwynne, our Head of SAP Practice, has a similar opinion:
“SMEs are entering 2026 more clear-headed than cautious. They understand the risks, but they’re ready to act, adapt and move forward with confidence.”
What makes SMEs resilient is often what defines them in the first place. Most are owner-managed businesses, born out of entrepreneurship and built by people who know their markets inside out. That structure gives them an advantage that larger businesses often lack: the ability to adapt quickly.
Decisions can be made faster. New ideas can be tested without layers of bureaucracy. And, if something doesn’t work, course correction can happen without destabilising the entire business. It’s this agility that is vital to SME growth:
“Owner-managed businesses can change direction quickly. They might try things that haven’t been done before – and they might get them wrong – but they can adapt without too much impact on the wider business.” Gary says.
That willingness to take calculated risks is essential. Growth is rarely linear, and progress often comes from experimentation rather than perfection. Even when not every initiative succeeds, moving forward with intent puts businesses in a stronger position than standing still.
Ana shares this sentiment in similar light:
“The ability to test ideas, learn fast and pivot is what gives SMEs their edge. Progress comes from action, not waiting for certainty.”
For us at Thinc, planning for the future shouldn’t start with systems or software – that can come later. Instead, it should begin with reflection.
Before thinking about change, SMEs should take stock of where they are today. Are aims and objectives the same as they were a year ago? What’s changed in the market, the supply chain, or the customer expectations? And crucially, what do they actually want to achieve in the year ahead?
Importantly, this exercise shouldn’t be limited to technology. Objectives might include launching new products, entering new markets, adjusting pricing strategies or improving customer experience. Once those goals are clear, a business can then ask how its processes, data and systems support – or hinder – progress, all with the view of their people improving productivity and, thus, output.
Gary summarises this approach succinctly:
“It’s not about buying a new toy. It’s about asking whether you can do what you want to do better and more efficiently.”
For SMEs considering changes to their systems or processes in 2026, we’ve got several practical pointers. These steps are valuable whether or not a system change ultimately happens:
This kind of structured thinking delivers value in its own right. Even businesses that decide not to move systems immediately often find the process highlights data issues, inefficiencies and opportunities for improvement that can be addressed incrementally. At Thinc, we help businesses to actively shift towards this way of thinking through; diagnosis calls for those that might be starting out on their journey with Thinc, and consultative systems reviews for current customers. It’s an effective way to get the ball rolling.
We’re always thinking about how businesses thrive off the people within them – and considering what efficiencies can we help them put in place to help make their lives easier. This is where thoughtful planning pays dividends – considering technology and how this feeds into morale, productivity and long-term resilience.
It’s also the fundamental foundations for a successful business systems implementation project, playing a big part in avoiding the more common challenges that come with the territory. It’s this attention to detail that separates us from other partners and paves the way for a wide range of customer success stories.
“We’re not just a number to Thinc, we are a unique organisation and they understand our challenges. Sometimes, with our systems, it may seem like we’re looking to fit a square into a round hole, but because Thinc know how we operate, together we always find a way to make it work.” Steve Ball, Managing Director, Electronic Reading Systems
Staying positive doesn’t mean being unrealistic. Not every objective will succeed, and not every initiative will deliver immediate returns. But progress doesn’t require perfection.
If a business sets five or six meaningful objectives and only half of them succeed, it’s still in a far better position than where it started.
Gary attributes this to an attitude of “Momentum matters – and so does learning.”
At Thinc, we’ve spent decades working alongside SMEs at every stage of their growth journey. Our experience spans industries, business models with different operations and challenges – but the themes are remarkably consistent. Growing businesses want clarity, confidence and practical guidance they can trust.
Whether you’re an existing customer looking for a structured systems review, or a business exploring your options for the first time, we offer collaborative discovery sessions and diagnosis calls designed to help you understand where you are today and what good could look like tomorrow. Whether it be for business applications, cloud infrastructure, systems integration, cyber security or our wider managed services profile, we always start with understanding your business ambitions and challenges first.
As 2026 unfolds, the most successful SMEs won’t be those chasing every trend. They’ll be the ones who take time to reflect, put their people first and then make deliberate choices that support their ambitions.
If that sounds like the kind of year you want to build, we’d be happy to help you take the next step.
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