Technology with impact: A Conversation with Florencia Amorós
Florencia Amorós is Head of PMO, with a solid track record leading global transformation, operations, and governance programs in technological environments. In this interview, she shares her vision of how technology will shape the way we work in 2026 and what will be key to turning operational complexity into real impact.
Hello Florencia, thank you for joining us for this 11th edition of Talent-R Tech Talks. From your experience leading global programs and portfolios, what technologies do you think will be key in 2026 to bridge the gap between corporate strategy and day-to-day operational execution, especially in complex and distributed environments?
“I believe that, both this year and in the future, the key will not lie in a single tool, but in an efficient combination of integrated solutions powered by artificial intelligence. Strategic Portfolio Management, Project Management, Request Management, documentation, and business communication systems platforms connected to each other through robust data models and intelligent automation will be essential to ensure that what is executed truly translates into value aligned with corporate strategy.
It is also important to recognize that AI is not a magic solution: for it to generate results, it will be essential to have well-defined processes, clear metrics, and consistent strategic communication. Technology only brings true value when it is supported by a mature and structured organizational foundation.”
“Technology only brings true value when it is supported by a mature and structured organizational foundation.”
As organizations grow, digitize, and adopt hybrid models, how do you think PMO and portfolio governance will evolve thanks to technology between now and 2026? Will we see more centralized, more autonomous, or hybrid models?
“I believe the natural evolution will be toward hybrid and federated models. Technology will enable centralized governance in terms of visibility, standards, and data (a true Single Source of Truth) while, at the same time, enabling more integrated workflows that give teams greater operational autonomy.
In this context, PMOs will no longer be perceived as “process police” but will become true value facilitators, where local agility can coexist with global compliance without friction. That is why I believe we must start thinking about the concept of the VMO (Value Management Office) and how to design its governance and structure to respond to the agility that both technology and business demand today.”
You have seen firsthand how data can improve decision-making. What role do you think automation, advanced analytics, or AI will play in making better, not just faster, decisions in the coming years?
“In my opinion, the real qualitative leap will be in moving from speed to predictive quality. AI will not only allow us to understand what is happening more quickly, but will also help identify biases in past decisions and propose risk scenarios that often go unnoticed in complex portfolios.
The real value will be in causality analysis: understanding why certain projects fail repeatedly and automating early warnings to make decisions based on data and evidence, not on intuition or circumstantial pressures. In addition, this predictive capability will improve business insights, allowing for more precise project definitions and clearer requirements regarding the value that the PMO should generate.”
Based on your experience optimizing complex processes, what parts of the work do you see today as clearly ready to be simplified or automated without sacrificing quality or human judgment?
“I see two major areas where technology can already provide significant simplification without compromising quality. On the one hand, everything related to status reports, initial identification of requirements, risks, and dependencies. Teams often spend too much time on preliminary and administrative tasks that could be automated, such as report generation, initial scoping interviews, documentation review, and even initial risk and dependency analysis.
On the other hand, language models have advanced enough to effectively cover the front line of customer and stakeholder support: FAQs, system navigation assistance, operational support, and license management. Automating these tasks will allow people to focus on what technology cannot replace: stakeholder management, conflict resolution, and refinement of business criteria.“
In many transformations, technology advances faster than people. What changes in mindset do you think will be most decisive in ensuring that technological transformation has a real impact on how we work?
“I think the most important change will be educating people on how technology can enhance their work, making it clear that it is not about replacing them. This aspect is often underestimated: the fear of being displaced generates resistance and hinders adoption.
The real cultural challenge will be to get teams to see technology as an ally and not as a threat, encouraging ideas for improvement to come from those who do the work on a daily basis. In addition, it is essential to instill a mindset that understands change as a constant and as an opportunity. Only by transforming teams into adaptable organizations can we ensure that digital transformation has a sustainable and real impact.”
As technology takes on more operational tasks, what human skills do you think will become more critical for adding value at work between now and 2026?
“I believe two skills will be key: the ability to ask AI the right questions and managing the human side of change. In a world increasingly saturated with data, critical thinking to connect information across areas and understand the big picture will be more valuable than any isolated technical skill.
Likewise, although strategy can be quantified and adjusted with data, people’s experience and empathy will continue to be essential for leading complex processes. Supporting teams through difficult transitions and managing the emotions associated with change will be a decisive differentiator in the coming years.”
Finally, after working at the intersection of people, processes, and technology, what lessons from your career do you think can best help prepare for the way we will work in the future?
“Throughout my experience, I have learned several fundamental lessons:
- Change is constant and should be seen as an opportunity. A PMO needs clear processes, but also the flexibility to adjust its approach when the context requires it.
- No matter how complex a problem may seem, it is always possible to start with a small, simple, and concrete step. Continuous progress is what generates results.
- Listening, observing, and learning from others is key. Open communication and knowledge sharing are essential in processes as innovative as today’s.
- Technology alone does not guarantee success. Without culture, order, and a clear focus on value, any tool loses its impact.
- Both professionally and personally, transformation is healthy. Those who dare to “ride the wave” of change always end up learning and growing.”
