Over 90 per cent of channel leaders plan to rejig partner programmes this year, but partners call time on complexity

CRN data shows marketplaces are gaining traction and services-led ecosystems accelerate, but partners warn that complexity, misaligned incentives and a lack of collaboration are holding programmes back

CRN’s 2026 EMEA Channel Leaders survey reveals a partner ecosystem undergoing constant change, as data shows a near-universal expectation of programme refreshes in the year ahead, alongside services-led value, and marketplace-driven procurement.

But channel partners like Trustmarque Ultima, Bell Integration, SCC, SoftwareOne, Utilize, Cisilion, Sota and Assured Data Protection want simplicity, collaboration and outcome-led incentives.

This is the second article in a series from CRN’S 2026 EMEA Channel Leaders. Read the first one here.

What’s changing in 2026?

Almost all (93 per cent) of the 2026 EMEA Channel Leaders said they expected to make changes to their respective partner programmes this year.

Only seven per cent said no.

While annual partner programme refreshes are nothing out of the ordinary, the predicted changes offer more clarity on the expected direction of channel firms by vendors.

Nearly half (46 per cent) said they expect to add new training and certification options.

While more than 40 per cent said they expect to add new incentives, 17.2 per cent expect to add or change existing partner tracks e.g. developer, services, resale, etc.

But partner commentary behind the data reveals more - a growing demand for clarity, collaboration, and programmes that reflect how customers actually buy and consume technology.

Marketplaces: Opportunity, disruption or both?

With the rise of public cloud marketplaces as a route to market, how is it affecting the channel?

Over half (57.8 per cent) of respondents see it as a positive additional avenue for their partners.

While 18.4 per cent said they have harmonised it with other channel routes to market.

Only seven per cent are seeing some disruption, and 11.5 per cent of leaders revealed it is not affecting their channel in any way.

This mixed picture reflects the partner perspective. Marketplaces are growing, but their value depends heavily on context, customer maturity and service wrap.

While all partners agree public cloud marketplaces offer clear benefits like simplified procurement, faster access to solutions, and improved visibility, they are not seen as a silver bullet.

“We find they aren’t always the best route to market for MSPs like us,” says Utilize MD, Guy Hocking (pictured above).

“They tend to prioritise standardised, commoditised services, which makes it challenging to differentiate for clients, unless you have a very specific niche or vertical.

“It is a noisy market, and these platforms sometimes make it hard to highlight expertise or deliver the tailored approach our clients deserve.”

The real opportunity comes when marketplaces properly support services, lifecycle engagement, and partner differentiation, rather than being purely consumption-based, says Sam Canaway, partner & alliances director at Bell Integration (pictured above).

“Where this alignment is strong, marketplaces can absolutely enable partners like Bell to drive better customer outcomes and more predictable growth.”

Sota CEO Ben Smoker also believes customer outcomes should be an integral part of marketplaces.

“Where I think the industry needs to be careful is confusing ease of buying with delivering the right outcome,” he says.

“From a customer perspective, the challenge isn’t accessing technology, it’s ensuring it’s configured properly, governed consistently, and monitored over time.

Image:
Ben Smoker

Smoker points to the significant attack potential in powerful platforms like M365 and Azure if they are not actively managed.

“Our view is simple, start with what’s right for the customer and build from there. The route to market is secondary to getting the architecture, security and ongoing ownership right,” he adds.

Gudmundur Adalsteinsson, chief partner & sales officer at SoftwareOne (pictured below) agrees cloud marketplaces are not universally the right choice for every customer or transaction.

He adds that sovereignty and compliance are increasingly part of the decision.

“Marketplaces can simplify procurement, but they do not automatically resolve data residency, sovereign cloud, or regulatory obligations such as NIS2 and DORA, which customers expect their partner to assess up front.”

Adalsteinsson stresses the importance of partners to help customers determine whether a marketplace transaction is the right option.

How will partner programmes change this year?

Survey respondents highlighted five major partner track shifts already reshaping the channel:

Partners overwhelmingly agree these trends are not only real but accelerating.

Smoker sees the data as confirmation of a broader industry pivot.

“The move towards MSP and services-led models is a natural evolution. Customers don’t just want technology, they want outcomes.”

He also notes customer fatigue with sizable providers.

“I’ve seen customers actively push back against overly large, inflexible providers.

“I believe there is a growing preference for partners who are closer to their business and more accountable.”

While Adrian Criddle, director of strategy at SCC (pictured above) believes consolidation will eventually be replaced by new AI start-ups.

“Solution provider consolidation is constant and will definitely continue.

But this consolidation will only be replaced by entrepreneurial start-ups. The newly announced AI Sovereign Fund is encouraging for start-ups, and inevitably, these businesses will one day become part of large providers.”

Hocking sees a trend for MSPs towards partnering with ISVs and systems integrators to deliver more bespoke solutions.

“Whether that’s in software development, advanced artificial intelligence innovation, or advanced data analytics.

“The increased enablement is also a play to this, where distribution and vendors will have an ever increasing role to play in both training, education, and partner enablement.”

Stuart Daley, chief commercial officer at Trustmarque Ultima (pictured below) says more role-based programmes, lifecycle incentives, and improved services delivery reflects ongoing industry changes seen the past few years.

“Microsoft's retirement of MPN in 2022 and recent cuts to LSP incentives are key examples, along with Cisco's shift to the 360 Partner Programme and VMware's move to Broadcom Advantage.

“Vendors want partners who can do more than transact, offering expert service throughout the customer and product lifecycle. That’s why technical skill paired with business insight matters.”

Canaway highlights how partner programmes need to work with how partners work.

“One-size-fits-all programmes no longer reflect how partners operate. Role-based models allow vendors to reward value appropriately, whether that’s services delivery, IP creation, or platform specialisation. I personally would like to see more of this as this would really benefit our business and support our overall strategy.”

The most important focus area for Bell’s Canaway, however, is increased enablement of services delivery.

“Vendors that actively enable and reward service delivery, including skills, tooling, and co-investment will build much stronger partner ecosystems. Outcome-led solutions are where customer value is realised, and partner programmes must fully acknowledge that reality,” she says.

What do partners actually want to see?

So what do partners want next?

Across all partners CRN canvassed, three demands dominate: Simplicity, collaboration and outcome-led incentives.

Rob Quickenden, chief technology officer at Cisco partner Cisilion (pictured below) wants to see simpler, more aligned incentives across the vendor, partners and end users.

“As an example, resellers are now targeted on ‘on-time’ renewals to earn rebate yet end users can still log support tickets during the 30-day grace period and Cisco sellers are rewarded on ‘in-quarter’ renewal rate,” he explains.

“This is not aligned and provides no incentive for customers to renew on time, or for Cisco sellers to help partners drive earlier renewals.”

Whereas Rob Mackle, director and co-founder of Assured Data Protection (pictured above) wants programmes to better reflect managed services models.

“Many are still too focused on traditional resale.

“There needs to be stronger alignment with recurring revenue and ongoing customer engagement, alongside better recognition from vendors through compensation models that incentivise their teams to support and prioritise services-led business as the market shifts in that direction.”

Hocking from Utilize wants to see more “hands on” collaboration.

“Basically, where vendors and distributors don’t just provide products and incentives but actually roll up their sleeves with us and share the data and insights that help us deliver for our clients,” Hocking says.

“We know our clients better than anyone but having access to wider global perspectives and sector trends and insights would take our work to another level.”

For others, ESG remains firmly on the agenda.

We need greater focus on sustainability. Vendors are still figuring out how to achieve measurable impact in partner programmes, especially with ongoing component shortages caused by major AI infrastructure projects,” says Daley of Trustmarque Ultima.

“Whilst many vendors are well on the way, there’s still more that can be done to recognise the full value that partners deliver vs just transactional revenue. This is true for newer entrants to the channel, who tend not to have fully mature models yet.”

Where do partners need help the most?

Across the board, partners cite programme navigation, skills and enablement (especially in cybersecurity); lifecycle delivery support; data and insights to target the right customers; and consistency and advance notice of changes.

“Partners need more support and clearer communications as Cisco transitions to the Partner 360 model. In particular, it is still not sufficiently clear how rebates and requirements compare with the previous CSPP and VIP structures,” says Quickenden of Cisilion.

“Partner programmes have evolved significantly in recent years, but the terminology and value of the newer designations are not yet well understood in the market. Historically, end customers understood what Gold Partner implied; today, Preferred is less clear, making it harder for customers to distinguish between partners’ capabilities and proven areas of expertise. Cisco needs clearer messaging in the market for end users' benefit.”

Commercial pressure was outlined as another issue.

“There is a lot of focus on price in the market right now, and we do see customers being driven towards decisions based purely on cost,” Smoker says.

“The risk is that it strips out the very layer that protects them, the governance, monitoring and accountability that sits behind the technology. For us, it always comes back to doing what’s right for the customer. That means challenging decisions where needed, designing the right mix of platforms, and taking real ownership of the outcome.”

The ongoing cybersecurity talent shortage is pushing partners to call for more support around skills and enablement, while the increasing complexity of marketplaces, co-sell programmes, and incentives can be challenging to navigate.

“Simplicity is key,” says ADP’s Mackle.

“Many are also still transitioning to recurring revenue models, and demand generation remains a core challenge where vendors can provide more support.”

SoftwareOne’s Adalsteinsson echoes the simplicity point.

“While many partner programmes are well intentioned, they are often administratively heavy, difficult to navigate, and easy to misapply or miss altogether.

“This is particularly true for incentive schemes, credits, vouchers, and funding mechanisms linked to marketplace transactions. Although these programmes can be valuable, they require significant administrative effort, certifications, and monitoring, which can slow down adoption and reduce their practical impact.”

He believes the programmes that help partners deliver clarity, control, sovereign and compliant deployment, and lifecycle insight are where the greatest value is ultimately created.

Over, partners make one thing clear, and that’s the winners will be the vendors who simplify, clarify and co‑create, rather than continually reinvent their partner programmes.

Highlights