Mike Cannon-Brookes on AI in the enterprise, Atlassian’s new org chart, and why chatbots aren’t the future of work.

Mike Cannon-Brookes on AI in the enterprise, Atlassian’s new org chart, and why chatbots aren’t the future of work.

Nilay Patel / The Verge: An interview with Atlassian CEO Mike Cannon-Brookes on the SaaSpocalypse, enterprise AI, Atlassian's reorg, why chatbots aren't the future of work, and more — Today, I'm talking with Mike Cannon-Brookes, who is cofounder and CEO of Atlassian. — Atlassian is one of those…

Nilay Patel / The Verge: An interview with Atlassian CEO Mike Cannon-Brookes on the SaaSpocalypse, enterprise AI, Atlassian's reorg, why chatbots aren't the future of work, and more  —  Today, I'm talking with Mike Cannon-Brookes, who is cofounder and CEO of Atlassian.  —  Atlassian is one of those companies …

Nilay Patel / The Verge: **An interview with Atlassian CEO Mike Cannon-Brookes on the SaaSpocalypse, enterprise AI, Atlassian's reorg, why chatbots aren't the future of work, and more** — Today, I'm talking with Mike Cannon-Brookes, who is cofounder and CEO of Atlassian. — Atlassian is one of those companies …

Mike Cannon-Brookes on AI in the enterprise, Atlassian’s new org chart, and why chatbots aren’t the future of work.

It’s very tempting to imagine that AI turns everyone into a tool-builder - now everyone can just ask the model to make the software they need, and apps as we know them are dead. I think that misunder...

Mike Cannon-Brookes on AI in the enterprise, Atlassian’s new org chart, and why chatbots aren’t the future of work.

AI Safety, Lettuce, SaaSpocalypse, Energy, Free Will, Weapons

« Tout le monde l'utilise, personne n'en tire de valeur », résume Steffen Fuchs (McKinsey). Voici les huit tendances entendues à l'AI Summit de Barcelone qui risquent d'occuper les directions en 2027. The post Grenades IA, SaaSpocalypse, retour au local : les 8 tendances IA de 2027 appeared first on Trends-Tendances.

Enterprise software budgets haven’t shrunk this year, though we keep reading they have. Boardrooms are still approving spending on new tools at a consistent pace, and Gartner’s latest forecast puts global software spend at $1.43 trillion in 2026, up more than 15% year over year. What has changed is what buyers will tolerate to get that value, and SaaS vendors who miss this distinction will have a very bad renewal season. Headlines call it the SaaSpocalypse. What’s really happening is a hard reset on what software charges for and how long it can lock a customer in. Three-year platform commitments made sense when the underlying technology moved slowly, but now AI models turn over every six months. Ask any CFO whether locking the business into one vendor’s roadmap still feels sensible under those conditions. ## What buyers want now Buyers want the freedom to adopt an AI capability this quarter and swap it out the next without tearing their stack apart. They want tools built to work inside an agentic environment, not bolted onto one after the fact, which in practice means proper API access, structured context handoff, and role-based permissions an agent can operate within safely. Buyers also want contract terms with genuine data portability clauses. And they want proof that a product does something genuinely beyond what an off-the-shelf agent could replicate over a weekend. That third demand is keeping vendor product teams up at night. A thin workflow layered on top of a database used to be defensible. Today it’s a prototype an engineer could build before lunch. At renewal time, every contract now faces the same three questions. 1. What work does this tool actually remove? 2. How well does it play with the rest of the estate? 3. How painful would it be to walk away? Vendors with good answers are growing; the rest get folded into someone else’s platform. ## Cost pressure is the excuse It’s easy to blame this on cost pressure alone. CFOs have wanted to rationalize their software stacks for years; AI just gave them the excuse to do it finally. The last couple of years were a “try everything” era. Every business is now sitting on a waste heap of tools nobody’s had the discipline to evaluate since. Industry data on SaaS management puts the average large enterprise at around 660 SaaS applications in active use, with adoption largely flat over the past two years and per-app spend keeps climbing regardless. Nobody going back to clean houses is causing that sprawl. Cost pressure is one driver. Tool sprawl is another, and it’s the direct hangover of that try-everything period. Software pricing has run on one assumption for two decades: value scales with the number of people using the tool, but agents break that assumption completely. Once part of a workflow runs without a human clicking through it, paying per seat starts to look like paying for headcount that no longer exists. Buyers spotted this before most vendors did, and they’re negotiating accordingly. Vendors are responding, unevenly. Deloitte’s 2026 technology predictions point to seat-based licensing giving way to hybrid models that blend usage and outcome pricing. This is messier than the analyst reports suggest. Some vendors have moved to per-conversation or per-task credits. Others found customers wanted predictability more than they wanted to pay strictly for outcomes, and pulled back toward seat-based pricing with usage caps layered on top. Nobody has fully solved it yet, so treat any vendor who claims otherwise with some skepticism. There’s also a lot of noise about agents replacing traditional interfaces outright. Talk to the people actually running mission-critical operations, and you get a different picture. Nobody serious is letting an autonomous agent operate freely inside a production SAP environment, and nobody serious is planning to any time soon. Instead, they’re asking two much narrower questions of every vendor: can this platform give an agent the context it needs and let it act safely within limits? Does the platform add value an agent couldn’t produce on its own? Strip away the AI framing, and this is an outcomes conversation wearing new clothes: fewer incidents, faster audits, and less unplanned weekend work. ## The SAP deadline nobody can ignore For the SAP ecosystem, there’s an added forcing function. Solution Manager exits mainstream maintenance at the end of 2027, and it isn’t going alone. SAP Process Integration and Process Orchestration, both still built on the older NetWeaver stack, are retiring on the same timeline, with Cloud ALM and the Signavio portfolio positioned as the replacement. That’s a genuine architectural change, moving from an on-premises, monolithic management layer to a modular set of cloud-native tools connected through SAP’s Business AI Platform. Every enterprise running SAP has to rebuild part of its operations toolchain regardless of what else happens in the market. The smart ones are using that forced migration as cover to consolidate around fewer, more open platforms rather than replacing what they had piece for piece. The less smart ones are treating it as a like-for-like swap, migrating their old Solution Manager processes into Cloud ALM without questioning whether those processes should exist in their current form at all. That’s a wasted opportunity. When you’re forced to rebuild the toolchain anyway, that’s exactly the moment to ask which parts should stay proprietary to SAP and which parts should sit in an open, vendor-neutral layer instead. ## Every agent needs eyes and hands This is where the real opportunity sits, and it isn’t in defending the old per-seat model or racing to absorb everyone else into a smaller stack. Both paths have a shelf life. Being part of a smaller consolidated stack is fine if you’re the vendor doing the consolidating. For everyone else pulled into it, whoever now owns the relationship usually squeezes price and roadmap. The lasting opportunity is the layer that sits across systems and gives agents the two things they never arrive with: trustworthy context about what’s happening across the estate, and a governed way to act on it. Observability and automation, in plain terms. Every agent needs eyes and hands, and almost none ship with either. That means structured telemetry an agent can actually reason over raw logs, and an action layer with approval gates, audit trails, and rollback built in rather than direct write access to production systems. Get either piece wrong, and you either have an agent that’s blind or one that’s dangerous. That cross-system layer benefits from the very churn destabilizing everyone above it. The more customers want the freedom to swap AI tools quarter over quarter, the more they need a stable foundation underneath that doesn’t care which agent is asking. There’s a catch, and vendors building that foundation need to hear it clearly. You cannot sell openness and quietly build your own version of lock-in. The rules buyers are now enforcing everywhere else apply here too: open integration, easy exit, price it on outcomes, not seats. Vendors who understand that distinction will define the next decade of enterprise software. The ones who don’t will become the next renewal casualty.

Despite fears surrounding a potential SaaSpocalypse, healthcare executives are prioritizing IT investments, focusing on AI and measurable returns.