UK Tech Legal Outlook 2026: Navigating AIled growth with converging regulatory and operational risks

The UK enters 2026 with cautious optimism and momentum for tech. The Chancellor has signalled growth and pro-innovation oriented policy while regulators are adopting a more proportionate approach. Gradual interest rate cuts, alongside recovering equity markets and rapid AI advances are reopening the window for dealmaking and IPOs.

Meanwhile, digital financial infrastructure is emerging as a strategic asset class, with payments systems in particular drawing institutional capital. Agentic AI is moving from pilots to enterprise deployment, reshaping commerce and payments – and testing traditional concepts of authority, consent and liability. And the threat landscape is intensifying: data, cyber and AI risks are converging and compounding, requiring integrated governance and boardlevel attention.

Despite many green shoots, national security and geopolitical factors and regulatory complexity continue to shape tech transactions and successful deal execution requires deal teams to plan eyes-open, not just to opportunities but also ongoing challenges in the geopolitical environment.

This outlook highlights the UK and EU developments that boards, investors and inhouse counsel should prioritise for 2026.

Tech M&A & investment: opportunity with a compliance premium

Global tech deal value rebounded in late 2025, led by private equity and strategic acquirers targeting AI, cybersecurity and digital infrastructure. IPO activity is cautiously reopening, with AI and cyber listings leading and fintech and payments resurging.

Legal complexities are a core driver of how tech deals are structured, valued and executed – creating a “compliance premium” for targets with mature governance and resilience. Expect more minority investments, acqui-hires, and bolt-on acquisitions as businesses compete for scarce AI talent and proprietary IP. Late-stage financings feature increasingly sophisticated downside protections reflecting risk management discipline. These include liquidation preferences, anti-dilution provisions, and milestone-based regulatory contingencies.

The FCA’s UK listing rule reforms include reduced free float requirements and dual-class share structures for certain issuers which aim to attract founder-led and earlier-stage tech issuers. Confidence is returning, but hybrid exits – combining partial listings with secondary placements – are likely to remain popular, especially where there is regulatory complexity.

Foreign investment controls are tightening across the UK and the EU, with sharp focus on sensitive technologies such as AI, semiconductors, quantum computing, and critical minerals. These regimes will shape cross-border exits and minority deals, making early engagement and jurisdictional mapping critical.

Merger control: geopolitics meets proportionate UK enforcement

Global tech M&A is increasingly shaped by national security imperatives and tech sovereignty concerns. Competition authorities are modernising frameworks for how they consider digital markets, with a particular focus on belowthreshold transactions, data accumulation and potential harms to innovation pipelines.

In the UK, political emphasis on innovation and growth has prompted the CMA to streamline its review processes and focus attention on deals with a significant and specific UK impact. We no longer see the CMA as “global policeman” on crossborder deals where other major regulators are active. Instead, it is focused on working with other regulators and has revised guidance to signal increased openness to innovative remedies – behavioural commitments and structural solutions that preserve pro-competitive scale and innovation. This creates more pragmatic pathways for complex tech transactions, though scrutiny of data-rich platforms and "killer acquisitions" remains robust.

In the EU, the Commission is pursuing reforms aligned with competitiveness goals. Expect modernised guidance balancing enforcement with innovationshield concepts for procompetitive scaleups, plus continued attention to “killer acquisitions.” Coordination between merger control and broader digital policy (DMA, AI, data) will deepen.

Parties should anticipate extended timelines, multi-jurisdictional conditionality, and increased use of hold-separate and monitoring arrangements. Managing execution risk requires early scenario planning, cross-agency coordination, and flexible deal structures (including reverse break fees and regulatory-out provisions).

Digital financial infrastructure: an emerging an asset class

M&A activity is increasingly focused on infrastructure assets, including the infrastructure of financial markets, which is rapidly digitalising to meet the demands of 24/7 digital commerce. Examples of this include financial market infrastructures moving away from siloed batch-processing and legacy payment rails, and adopting modern, real-time platforms based on distributed ledger technology to enable interoperable settlement of tokenised financial assets.

Alongside established exchanges, CCPs and settlement systems, digitally native platforms are emerging to provide realtime payments, tokenisation, and digital identity/KYC. Private capital is scaling into this space, with payments infrastructure attracting multiple megadeals. UK assets with resilient tech stacks, strong compliance (AML/KYC, operational resilience) and clear software and IP licensing are likely to achieve higher valuations.

UK regulatory reforms aim to be proinnovation (to encourage new technologies like real-time payments, blockchain-based settlement, and API-driven financial services) while tightening operational resilience and critical infrastructure obligations. New EU rules (e.g. MiCA for digital assets, DORA for digital operational resilience) may also impact platforms with EU clients - requiring dualtrack compliance.

The rise of agentic AI, ‘a’-commerce and agentic payments

Agentic AI is evolving beyond prompt-driven content generation into autonomous task execution. Businesses are getting ready for a future where AI agents search, compare, negotiate, and complete purchases on behalf of consumers. In payments, emerging protocols will enable agent-driven transaction initiation, authentication, and settlement. This raises fundamental legal questions:

As agentic commerce scales, we can expect regulatory guidance in both the UK (where the FCA, ICO, and Payment Systems Regulator are monitoring developments) and EU (which is already in progress to support alignment with the AI Act). Early adopters should implement robust governance, transparent user disclosures, and clear accountability frameworks to mitigate regulatory and reputational risk.

Data, cyber and AI governance: from siloed to integrated governance

Geopolitical instability and automated attack tooling are causing more cyber incidents, with GenAI and agentic AI creating more ways to strike and increasing the impact of attacks across multiple domains.

The UK maintains a principles-based, proinnovation approach without AIspecific legislation (yet). Meanwhile data protection laws are being updated incrementally, with The Data (Use and Access) Act 2025 implementing modest reforms. Cybersecurity and resilience requirements are also being strengthened through the Cyber Security and Resilience Bill. Given several high profile UK cyber incidents in 2025, the Bill is expected to progress in 2026, meaning boards should anticipate tighter obligations on incident reporting, resilience testing and supplychain controls.

For UK companies with EU operations or customers, compliance spans also GDPR, the AI Act (riskbased obligations for systems on the EU market and deployers in the EU), the Cyber Resilience Act (lifecycle security for products with digital elements), NIS2 (extended cyber obligations and management liability), and DORA (operational resilience for financial entities). The EU acknowledges this complex matrix and some simplification measures have been proposed for 2026.

An integrated approach to technology governance is essential as regulatory frameworks develop and converge and operational risks multiply. This requires cross-disciplinary governance frameworks that integrate legal, cyber security, audit, risk management and privacy/data protection expertise.

Looking ahead

In 2026 organisations are adapting to the concept of chronic uncertainty. When it comes to technology, they must bring together legal, technical, and operational expertise early – whether investing in new technologies, structuring tech deals or investments, or managing data, cyber and AI risks in their business.

UK organisations that embed legal and regulatory considerations into their strategy, technology, operations and M&A transactions – proactively and transparently – will be best positioned to unlock value, reduce risk, and build trust as technology continues to reshape markets, infrastructure, and commerce.

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