Examining how robots are moving from demonstrations to daily use.
Updated
January 8, 2026 6:22 PM
An industrial robotic arm capable of autonomous welding. PHOTO: ADOBE STOCK
CES 2026 did not frame robotics as a distant future or a technological spectacle. Instead, it highlighted machines designed for the slow, practical work of fitting into human systems. Across the show floor, robots were no longer performing for attention but being shaped by real-world constraints—space, safety, fatigue and repetition.
They appeared in factories, homes, emergency settings and industrial sites, each responding to a specific kind of human limitation. Together, these four robots reveal how robotics is being redefined: not as a replacement for people, but as infrastructure that quietly takes on work humans are least meant to carry alone.
Hyundai Motor unveiled its electric humanoid robot, Atlas, during a media day on January 5, 2026, at the Mandalay Bay Convention Center in Las Vegas as part of CES 2026. Developed with Boston Dynamics, Hyundai’s U.S.-based robotics subsidiary, Atlas was presented in two forms: a research prototype and a commercial model designed for real factory environments.
Shown under the theme “AI Robotics, Beyond the Lab to Life: Partnering Human Progress,” Atlas is designed to work alongside humans rather than replace them. The premise is straightforward—robots take on physically demanding and repetitive tasks such as sorting and assembly, while people focus on work requiring judgment, creativity and decision-making.
Built for industrial use, the commercial version of Atlas is designed to adapt quickly, with Hyundai stating it can learn new tasks within a day. Its adult-sized humanoid form features 56 degrees of freedom, enabling flexible, human-like movement. Tactile sensors in its hands and a 360-degree vision system support spatial awareness and precise operation.
Atlas is also engineered for demanding conditions. It can lift up to 50 kilograms, operate in temperatures ranging from –20°C to 40°C and is waterproof, making it suitable for challenging factory settings.
Looking ahead, Hyundai expects Atlas to begin with parts sorting and sequencing by 2028, move into assembly by 2030 and later take on precision tasks that require sustained physical effort and focus.
Widemount’s Smart Firefighting Robot is designed to operate in environments that are difficult and dangerous for humans to enter. Developed by Widemount Dynamics, a spinout from the Hong Kong Polytechnic University, the robot is built to support emergency teams during fires, particularly in enclosed and smoke-filled spaces.
The robot can move through buildings and industrial facilities even when visibility is near zero. Rather than relying on cameras or GPS, it uses radar-based mapping to understand its surroundings and determine a safe path forward. This allows it to continue operating when smoke, heat or debris would normally restrict access.
As it approaches a fire, the robot analyses the burning object. Its onboard AI helps identify the material involved and selects an appropriate extinguishing method. Sensors simultaneously assess flame intensity and send real-time updates to command centres, giving responders clearer situational awareness.
When actively fighting a fire, the robot can aim directly at the source and deploy extinguishing agents autonomously. The system continuously adjusts its actions based on incoming sensor data, reducing the need for constant human intervention during high-risk situations.
At CES 2026, LG Electronics offered a glimpse into how household work could gradually shift from people to machines. The company introduced LG CLOiD, an AI-powered home robot designed to manage everyday chores by working directly with connected appliances within LG’s ThinQ ecosystem.
Designed for indoor living spaces, CLOiD features a compact upper body with two articulated arms, a head unit and a wheeled base that enables steady movement across floors. Its torso can tilt to adjust height, allowing it to reach items placed low or on kitchen counters. The arms and hands are built for careful handling, enabling the robot to grip common household objects rather than heavy tools. The head also functions as a mobile control unit, housing cameras, sensors, a display and voice interaction capabilities for communication and monitoring.
In practice, CLOiD acts as a task coordinator. It can retrieve items from appliances, operate ovens and washing machines and manage laundry cycles from start to finish, including folding and stacking clothes. By connecting multiple devices through the ThinQ system, the robot turns separate appliances into a single, coordinated workflow.
These capabilities are supported by LG’s Physical AI system. CLOiD uses vision to recognise objects and interpret its surroundings, language processing to understand instructions and action control to execute tasks step by step. Together, these systems allow the robot to follow routines, respond to user input and adjust task execution over time.
Doosan Robotics introduced Scan & Go at CES 2026, an AI-driven robotic system designed to automate large-scale surface repair and inspection. The solution targets environments with complex, irregular surfaces that are difficult to pre-program, such as aircraft structures, wind turbine blades and large industrial installations.
Scan & Go operates by scanning surfaces on site and building an understanding of their shape in real time. Instead of relying on detailed digital models or manual coding, the system plans its movements based on live data. This enables it to adapt to variations in size, curvature and surface condition without extensive setup.
The underlying technology combines 3D sensing with AI-based motion planning. The system interprets surface data, generates tool paths and refines its actions as work progresses. In practical terms, this reduces manual intervention while maintaining consistency across large work areas.
By handling surface preparation and inspection tasks that are time-consuming and physically demanding, Scan & Go is positioned as a support tool for industrial teams operating at scale.
Taken together, these robots signal a clear shift in how machines are being designed and deployed. Across factories, homes, emergency sites and industrial infrastructure, robotics is moving beyond demonstrations and into practical roles that support human work.
The unifying theme is not replacement, but relief—robots taking on tasks that are repetitive, hazardous or physically demanding. CES 2026 suggests that robotics is evolving from spectacle to utility, with a growing focus on systems that adapt to real environments, respond to genuine constraints and integrate into everyday workflows.
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The new workplace literacy is here, and it’s digital.
Updated
January 8, 2026 6:36 PM
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A group of office worker attending a presentation in a meeting room. PHOTO: UNSPLASH
The modern workplace is powered by technology, and success increasingly depends on how well employees can use it. Digital fluency—the ability to confidently and effectively use digital tools to achieve goals—is no longer a bonus skill; it’s a necessity. It goes beyond basic technical know-how, encompassing the ability to adapt to new technologies, integrate them into workflows, and use them to solve problems and drive innovation.
Yet, despite its importance, many organizations struggle to build digital fluency across their teams. Barriers such as limited access to technology, outdated training programs, resistance to change, and gaps in leadership support often stand in the way. These challenges can leave businesses lagging behind competitors who are better prepared to leverage the potential of the digital age.
Understanding and addressing these barriers is critical for creating a workforce that thrives in today’s fast-changing world. Below, we explore the key obstacles to digital fluency and provide actionable strategies to overcome them.
One of the challenges to digital fluency is the gap between the technology available and employees’ ability to use it effectively. Technology evolves rapidly, but many organizations lag behind in providing relevant, up-to-date training. Employees may receive a one-time introduction to new tools but lack ongoing opportunities to build confidence or master advanced features.
This issue is compounded by the fact that training often takes a one-size-fits-all approach, failing to address the diverse skill levels within a workforce. For example, while some employees may only need a basic overview of a tool, others may require in-depth knowledge to integrate it into their roles effectively. Without tailored and continuous training, even the most advanced tools can go under utilized, leading to frustration and resistance.
Even with proper training, employees may hesitate to adopt new technologies. Resistance to change is a deeply rooted challenge that goes beyond technical skills—it’s tied to fear of failure, skepticism about the value of new tools, or discomfort with disrupting existing workflows.
For example, employees who have been using the same systems for years may feel overwhelmed by the idea of learning something new. They may worry that new technologies will complicate their work rather than simplify it. In some cases, they may even feel their jobs are threatened by automation or digital tools.
This resistance isn’t limited to employees—it can also exist at the leadership level. If leaders themselves are hesitant to adopt new approaches, it creates a top-down culture that stifles innovation.
The lack of organizational alignment is another significant barrier. Digital tools often roll out unevenly across departments, leading to fragmented adoption. For instance, one team might embrace a new project management tool, while another continues to rely on spreadsheets. This inconsistency creates silos, disrupts collaboration, and makes it harder for organizations to achieve the full benefits of digital transformation.
Generational differences can further exacerbate this issue. Younger employees, who are often more comfortable with technology, may adopt new tools quickly, while older employees may struggle to keep up. This divide can lead to frustration on both sides and uneven levels of digital proficiency across the organization.
Leadership plays a critical role in driving digital transformation, but in many organizations, this support is inconsistent or absent. Some leaders fail to prioritize digital fluency as a strategic initiative, while others may not fully understand the tools themselves, making it difficult to set an example for their teams.
Without clear direction from leadership, employees may not see digital fluency as a priority. This lack of alignment can lead to half-hearted adoption, where technology is seen as an optional add-on rather than a fundamental part of the organization’s success.
These barriers don’t exist in isolation—they are deeply interconnected. For example, outdated training practices can fuel resistance to change, while fragmented adoption across teams is often a symptom of weak leadership support. Together, they create a cycle that limits an organization’s ability to adapt, innovate, and thrive in a fast-changing world.
Addressing these challenges is critical for building a workforce that is confident, capable, and ready to embrace the future. By breaking down these barriers, organizations can unlock the full potential of their teams and position themselves for long-term success.
Training should not be an afterthought or a one-time event—it must be a continuous and personalized process. Employees come with diverse skill levels, and a one-size-fits-all training program often fails to address these differences. Organizations should adopt a multi-pronged approach to training, offering workshops for hands-on learners, e-learning modules for self-paced learning, and one-on-one coaching for employees who need more targeted support.
For example, companies like AT&T have invested heavily in workforce retraining initiatives, providing employees with a structured path to build digital skills overtime. These programs not only improve employee confidence but also help organizations fully leverage their digital tools.
Moreover, training programs should evolve to keep up with technological advancements. Employees need regular refreshers to stay current, as even the most advanced tools can become obsolete or under utilized without proper guidance. By making training a core part of the organizational culture, companies can empower employees to adapt to new tools with ease and confidence.
Resistance to change is a major barrier to digital fluency, often fueled by employees’ fear of failure or inefficiency when using new tools. To address this, organizations should foster a culture where employees feel safe experimenting with technologies in low-stakes environments, such as “sandbox environments” that allow for practice without affecting real workflows. When employees are encouraged to test new tools and processes in a low-stakes environment, they become more comfortable with technology over time.
Recognizing and rewarding employees who embrace new tools or suggest innovative ways to use them reinforces this mindset. Early adopters can serve as champions for digital fluency, encouraging others to engage with and explore new technologies.
By normalizing experimentation, organizations can shift employees from resisting change to confidently adopting digital tools as opportunities for growth.
To avoid fragmented adoption, organizations must ensure that digital tools are implemented consistently across teams. This requires clear communication, cross-departmental collaboration, and alignment on how tools will be used to achieve shared goals.
Mentorship programs can help bridge generational divides, pairing younger employees with older colleagues to share knowledge and skills.
Leaders play a pivotal role in overcoming barriers to digital fluency. They don’t just drive the adoption of digital tools—they shape how employees perceive and engage with them. When leaders actively embrace technology, they demonstrate its value and set a standard for others to follow.
Leadership involvement must go beyond symbolic gestures. Employees are far more likely to adopt new tools or processes when they see their leaders using them effectively in day-to-day work. For example, a manager who uses a team collaboration platform to streamline communications or leverages data visualization tools in meetings signals the practical benefits of these technologies. This hands-on engagement builds trust and encourages others to follow suit.
Equally important is leaders’ ability to connect digital tools to broader organizational goals. Employees need to understand how these tools contribute to solving real problems, improving workflows, or driving innovation. When leaders clearly communicate the "why" behind digital initiatives, it helps employees see digital fluency as a shared mission rather than an abstract directive.
Digital fluency isn’t just about mastering tools—it’s about creating a workplace where adaptability, curiosity, and collaboration thrive. It’s about empowering employees to see technology not as a hurdle but as an opportunity to innovate, grow, and solve problems in new ways.
At its heart, digital fluency is a shared effort, requiring leaders who inspire, teams that align, and cultures that embrace experimentation and learning. When organizations commit to breaking down barriers—whether through better training, stronger leadership, or fostering collaboration—they unlock the full potential of their people and their tools.
The future belongs to organizations that don’t just adopt technology but embed it into their culture, enabling their teams to thrive in an ever-changing digital landscape. The question now is not whether we can keep up with change, but how far we can go when we embrace it fully.