According to Deloitte, the future will not be dominated solely by existing companies or emerging AI-native startups; instead, it will be a dynamic environment featuring integrated agent-powered platforms, innovative pricing models, and robust AI governance frameworks.
Bold declarations such as ‘SaaS is dead’ and ‘SaaSpocalypse’ have been prominent in recent IT industry conversations.
Nevertheless, Deloitte suggests this perception is premature. While it’s true that by 2026, existing SaaS providers will encounter rivalry from those focused on AI, the actual trend reveals the ongoing expansion of conventional enterprise software, which is evolving to be smarter, more autonomous, and geared towards specific results. Ultimately, this shift offers advantages for IT purchasers.
Deloitte’s software and platforms leader, Ayo Odusote, stated that “the situation is considerably more complex” than the dramatic rhetoric implies. He added that “the underlying reason for this discussion is the transformation in how enterprise software provides value, largely driven by the emergence of autonomous (agentic) and AI-first functionalities.”
SaaS isn’t obsolete; it’s simply transforming.
Even as concerns about the future of SaaS continue in 2026, Deloitte forecasts that incumbent software providers will prioritize developing comprehensive, agent-driven platforms capable of creating, operating, coordinating, and managing agents across various operational areas.
Odusote highlighted that traditional SaaS approaches – characterized by subscription or seat-based fees and often inflexible processes – are facing pressure from AI-first and AI-native firms. These new companies are delivering highly specialized, industry-specific functionalities at potentially reduced expenses. While these smaller competitors are currently addressing simpler or overlooked tasks, they are expected to expand into more intricate domains. Concurrently, established vendors will shift towards blended pricing strategies and integrate AI into their offerings.
Odusote stressed the importance of “not broadly categorizing ‘SaaS’.” He elaborated, “Development tools, cybersecurity solutions, productivity suites, and sector-specific systems will each evolve at different rates. Buyers should refrain from making universal assumptions regarding market disruption.”
This transformation indicates that purchasers will enter a procurement phase driven by capabilities and results. Rather than acquiring isolated tools with predefined features, they will increasingly assess and contrast platforms capable of managing agents, adjusting workflows, and achieving business objectives with minimal human involvement.
Given this evolving environment, Odusote recommended that buyers evaluate:
- Realized Value beyond basic features: How effectively does a solution enhance concrete business results, as opposed to simply automating current operations?
- Overall Cost (TCO): Novel pricing structures, including hybrid, results-oriented, or consumption-based models, will necessitate “more meticulous” financial planning and projections.
- System Compatibility and Oversight: With agents operating across multiple systems, seamless integration and secure governance become paramount.
- Computational Expense Implications: AI processing demands entail distinct cost patterns. Odusote explained, “It will be essential to comprehend how these expenses are factored into pricing and your overall infrastructure expenditure.”
Most businesses will retain their fundamental enterprise resource planning (ERP) and customer relationship management (CRM) systems. These will, however, evolve by incorporating agentic functionalities and frequently “absorb minor peripheral systems, as integrating such capabilities into the central platform becomes both simpler and more cost-effective,” Odusote noted.
Deloitte predicts the emergence of a new infrastructural layer: effectively, “an enterprise AI operating system.” This system will manage, coordinate, and supervise AI agents, rather than relying on disparate tools. Odusote suggested that buyers should start considering the ownership of this layer and its integration within their overall technology framework.
This will offer IT buyers advantages such as streamlined integration, as a single platform simplifies connecting various tools; centralized management of agent actions, security, and adherence to regulations; and functional scalability, eliminating the necessity for individual solutions for every scenario.
Looking ahead, Deloitte projects that while AI-native firms might excel in specialized flexibility, established companies will provide enterprise-level reliability and extensive reach, enhanced by autonomous functionalities. Odusote highlighted that conventional businesses offer “profound integration, robust enterprise controls, extensive regulatory expertise, and significant existing customer bases.” Conversely, AI-native suppliers are expected to pioneer with fresh architectural designs and swift innovation.
Odusote remarked, “Ultimately, a considerable number of organizations will adopt a balanced strategy, integrating both methods instead of committing solely to one.”
Potential Pricing Models
Odusote observed that the financial aspects of AI are “considerably distinct and more intricate” compared to cloud migration, necessitating a strong emphasis on results and return on investment (ROI). He stated, “Value must be more than merely incremental.” Furthermore, IT procurers might anticipate that software with integrated AI will have costs comparable to conventional products, potentially complicating “emerging hybrid pricing structures.”
Odusote indicated that purchasers would probably gain greater influence in specific sectors, driven by the intense competition between both new and existing service providers. New market players frequently offer more adaptable pricing, which is clearly appealing to those aiming to manage expenditures or demonstrate ROI.
Concurrently, established SaaS leaders are anticipated to maintain significant influence in essential systems, defending their pricing through comprehensive AI improvements, he explained. Consequently, in the near future, buyers can anticipate a wider array of options and greater bargaining power.
Odusote highlighted that “providers can no longer implement automatic yearly price hikes without demonstrating evident additional value.” He added, “Purchasers are now examining AI enhancements and agent-related costs much more meticulously.”
Simultaneously, IT purchasers aim to prevent “agent sprawl,” which Odusote described as having “multiple vendors, each deploying autonomous agents without a unified governance framework.” This situation can also provide negotiation advantages, as buyers consider vendor consolidation or seek comprehensive enterprise contracts.
Odusote cautioned, “Nevertheless, buyers must be ready for more intricate pricing negotiations, grasping not only advertised rates but also how expenses fluctuate based on AI utilization and efficacy.” He added that cost models factoring in novel metrics, operational efficiency, the caliber of expansion, and financial prudence are likely to supersede conventional performance indicators.
Key Considerations for Purchasers
Odusote concluded that buyers ought to “broaden their inquiries” to encompass capabilities, potential risks, and value generation, moving past mere feature sets. He proposed that buyers consider the following questions:
- In what ways does the supplier’s solution leverage AI agents to enhance particular business results?
- Which metrics and Key Performance Indicators (KPIs) are appropriate for assessing Return on Investment?
- Is the vendor able to clarify their pricing structure? How do expenses adjust based on usage or achieved results?
- What data governance, security, and compliance mechanisms are incorporated to manage autonomous operations?
- To what extent is a vendor’s architectural design open and compatible with current systems and data environments?
- How does a supplier’s offering integrate into a client’s overarching strategy for agent governance and coordination? Are they extending into related peripheral systems, and if so, what are the implications for the overall vendor presence and architectural design?
Ultimately, Odusote asserted that the adoption of AI should be viewed by buyers as a fundamental business transformation, not merely a technological acquisition. Organizations must also develop internal proficiencies for AI governance and risk management. “Ensure agents are not operating without oversight; your team must take responsibility for their secure and ethical deployment.”
He concluded, “The primary opportunity isn’t to promptly substitute fundamental systems. Rather, it involves evolving the numerous peripheral applications and human-driven tasks surrounding them, thereby converting services and manual efforts into software-based solutions using autonomous models.”
The original publication of this content was on CIO.com.
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