As we start the new year together, I propose we begin by taking a step back and examining several trends I will be keeping a close eye on with regard to innovation and personalization within the orthopedic device industry.

It isn’t because these trends are new; in fact, that is precisely the point.

What feels different heading into 2026 is not the emergence of new ideas, but the growing expectation that many of the concepts we have been discussing for years are now supposed to work—at scale, reliably, and within real-world constraints. The conversation is shifting from “Is this possible?” to “Is this operationally sound?”

Following are four areas where I believe that shift will become impossible to ignore.

1. Personalization—Shifting from a Differentiator to an Expectation 

Patient-specific planning, guides, and implants are becoming less of a side project or niche offering reserved for innovation pilot projects. Personalization has steadily moved closer to the core of how care is delivered, how surgeons plan, and how outcomes are evaluated. It’s making the transition to become a part of the standard of care. 

The shift in 2026 won’t be about whether personalization delivers value, as that case is increasingly accepted and the debate is (finally) largely behind us. It will be about how efficiently it can be delivered. 

Companies and hospitals that still treat customization as an exception to the rule will increasingly struggle. Every exception adds friction: additional reviews, ad hoc processes, unclear timelines, and variability that becomes harder to control as volumes increase. Further, volumes are absolutely increasing,  On the other hand, organizations that design personalization intentionally by building repeatability, automation, and predictability into their workflows will pull ahead. 

In other words, personalization itself is no longer the differentiator; the ability to deliver it consistently, efficiently, and at scale is.

2. Software—A Core Infrastructure of Every Innovation-Oriented Company or Hospital 

In 2026, most orthopedic leaders will stop asking whether software is strategic and instead start asking whether their software stack is sufficient, cohesive, and well optimized.

Planning platforms, workflows, data traceability, and validation pipelines are becoming the backbone of any modern operation—orthopedic-related or not. 

Without robust software infrastructure, additive manufacturing programs stall as volumes grow, artificial intelligence initiatives remain siloed and disconnected from clinical reality, and regulatory risk increases from lack of traceability (as data becomes fragmented across tools, spreadsheets, and manual trackers). 

At this point, there is no real question regarding whether software is required. The more relevant question is whether the existing systems were designed to support where organizations are trying to go, or whether they are simply accumulating layers on top of legacy processes that were never built for scale.

The most mature organizations are no longer layering tools on top of legacy and outdated processes. They are rebuilding workflows with software at the center, truly and purposefully thinking about data flows, how decisions are made and validated, and how to standardize the entire process. 

Software, in this context, is not an IT decision anymore. It is a strategic corporate one. 

3. Automation Will Become a Requirement, Not a Nice-to-Have 

Keeping manual workflows in an innovation cycle quietly kills the innovation. Keeping highly manual steps in segmentation, planning, production preparation, or quality checks may work at low volumes, but as demand increases, these steps become bottlenecks that silently limit growth. 

In order to scale and meet increasing volume, companies will need to be more selective about the software they choose. Automation does not mean replacing expertise. On the contrary, it is about protecting it. By reducing repetitive tasks and minimizing unnecessary variability, automation allows clinical and engineering experts to focus on higher-value decisions: those that truly benefit from your talents’ judgment.

In 2026, automation in segmentation, planning, production preparation, and quality checks will no longer be optional for personalized solutions. It will be a baseline expectation. Those who delay this transition may not feel the impact immediately, but they will struggle to respond when volumes increase or timelines tighten.

4. Execution Will Outperform Novelty 

Innovation is not slowing down in the orthopedic device realm. New technologies, materials, and approaches continue to emerge. What is changing is the industry’s tolerance for inefficiency.

Companies that execute well on their strategy are the ones that will win the game in 2026. Delivering consistent outcomes for surgeons, predictable timelines for hospitals, and defensible processes for regulators will be what matters the most. 

Execution shows up in the details: clear workflows, validated processes, well-defined roles, and systems that support rather than hinder teams. It is less visible than a breakthrough technology, but far more impactful over time.

Looking Ahead

As I continue to author this column throughout the year, my focus will be less on what is coming next and more on what is finally catching up with us.

Many of the tools, concepts, and approaches we have discussed for years are no longer theoretical. They are here. The challenge now lies in integrating them into systems that are robust, scalable, and fit for real-world constraints.

Orthopedics does not need more technology for technology’s sake. It needs better systems, smarter workflows, and a sharper focus on execution.

That is where the real transformation will happen in 2026.

MORE FROM THIS AUTHOR—Beyond the Prototype: Scaling Additive Manufacturing in Orthopedic Devices

Nora Toure is a recognized leader in the additive manufacturing industry. She currently serves as the director of medical software sales for North America at Materialise, where she empowers healthcare providers and businesses to leverage 3D planning and printing for medical applications. She is also the founder of Women in 3D Printing, a global organization dedicated to advancing diversity and inclusion in the 3D printing community.