Navigating capital markets and technology trends in early 2026

The pace of change in capital markets and technology trends feels fast and focused. In January 2026 we see a mix of forces: a revived IPO market in Europe, asset managers shifting strategies, AI-driven rally in memory stocks, and miners using biotech to squeeze value from old sites. These currents are reshaping how companies raise money, how advisers position deals, and how investors hunt for growth. Therefore, executives and advisers must connect the dots between markets, technology, and long-term strategy.

## European IPO revival and capital markets and technology trends

Europe opened 2026 with a flurry of public listings. Investment banks report “intense” pitching as companies in defence, tech and other sectors prepare to go public. This renewed IPO momentum matters because it signals confidence from both issuers and investors. Therefore, firms planning exits or capital raises should reassess timing. However, a wave of listings also raises questions about valuation discipline and aftermarket performance.

For corporate leaders, the revival offers a clearer path to liquidity. Additionally, advisers can expect heavier workloads and more competitive proposals as bankers jockey for mandates. The immediate impact is practical: companies that delayed IPOs due to uncertain markets now have options. Looking ahead, this trend could foster more sector swaps and consolidation as newly public firms use equity to fund acquisitions. Therefore, boards should weigh the benefits of public capital against the demands of market scrutiny.

In short, the IPO uptick is more than a calendar event. It’s a market signal that funding windows are opening. Consequently, firms and their advisers must move from passive planning to active readiness if they want to seize favorable conditions.

Source: ft.com

Asset managers pivoting and capital markets and technology trends

Major asset managers are adjusting strategies to capture growth and retain relevance. Vanguard recently passed $1tn in assets managed outside the US and is aiming for 40 million international customers. Meanwhile, Baillie Gifford is pushing into faster-growing areas like wealth management and private markets to defend active investing. These moves show that scale and product mix matter more than ever.

For companies seeking capital or strategic partners, the changing priorities of big asset managers create both opportunity and complexity. Therefore, businesses in growth sectors can find deeper pools of capital beyond traditional public markets. However, they must also prepare for different investor expectations. Institutional investors focused on scale may favour low-cost, passive exposures; others seek higher-return private deals and tailored wealth solutions.

Advisers should note two clear effects. First, distribution dynamics are shifting: reaching investors globally matters. Second, the line between public and private funding blurs as asset managers expand into private markets. Consequently, companies planning fundraising should map potential investor types and craft messages for each. Additionally, this shift can speed M&A activity as asset managers deploy capital into private opportunities.

Ultimately, the asset management pivot increases the range of capital available. Therefore, executives should rethink funding strategies to tap both public and private pools while anticipating different governance and reporting demands.

Source: ft.com

Memory stocks, AI demand, and capital markets and technology trends

A striking market theme is the rally in memory-chip stocks. Investors are chasing “insatiable” demand tied to AI and supply bottlenecks that lift prices. This sector shift is important beyond chip factories. It affects valuations, supplier strategies, and acquisition targets across tech supply chains.

For corporate leaders, the rally creates several practical impacts. First, chipmakers and their suppliers may enjoy windfalls that boost R&D and capacity investment. Therefore, buyers and partners should expect faster product roadmaps and possible price pressures in adjacent markets. Second, companies that rely on memory as a core input must lock in supply or plan for higher costs. Additionally, elevated valuations can spur M&A interest as cash-rich tech firms hunt for capabilities and scale.

Advisers and CFOs should watch volatility. Memory markets can swing quickly when new capacity comes online. However, current bottlenecks tied to AI have real demand drivers and may last beyond short-term cycles. Consequently, strategies that balance hedging, long-term contracts, and selective partnerships will be valuable.

In sum, the memory rally is more than investor appetite. It’s a material force in procurement, supplier strategy, and dealmaking. Therefore, companies should treat memory supply and pricing as strategic issues, not just operational ones.

Source: ft.com

Mining biotech and the new frontiers of resource value

Miners are turning to bacterial “bugs” to extract copper from disused sites. Major companies like BHP and Rio Tinto are deploying these techniques to recover metal that traditional methods left behind. This blend of biology and mining shows how technology can unlock stranded assets and extend resource lifecycles.

For investors and corporate strategists, biotech-enabled extraction creates fresh value opportunities. Therefore, companies with legacy sites may re-evaluate remediation costs and potential upside from new methods. Additionally, it changes how regulators and communities view mine closures; clean, low-impact extraction can support remediation while producing revenue. However, scaling biological methods requires careful testing and regulatory alignment.

Advisers should incorporate these advances into valuation models and environmental liabilities assessments. Mining companies that adopt such technology could improve margins and reduce tail-risk from abandoned sites. Consequently, M&A activity may target firms with proven biotech extraction capabilities. Furthermore, this trend intersects with broader ESG expectations: responsible resource recovery can align commercial returns with environmental goals.

In short, mining biotech is a practical innovation with immediate commercial and sustainability implications. Therefore, boards should monitor pilot projects and plan for operational and reputational benefits if adoption proves widespread.

Source: ft.com

Strategic implications for dealmaking and advisory services

The combined shifts in IPO activity, asset manager behaviour, memory markets, and mining innovation alter the advisory landscape. Banks and corporate advisers face more intense pitching, as the market for mandates heats up. Therefore, advisory firms must sharpen sector knowledge and offer integrated capital and strategic advice. Additionally, clients will seek help navigating a mix of public listings, private fundraising, and M&A shaped by technology trends.

For corporate leaders, the message is clear: prepare for a more dynamic capital environment. Boards should stress-test financing plans, revisit investor targets, and upgrade disclosure readiness for potential IPOs. Meanwhile, finance teams must evaluate supply-chain risks from memory price swings and explore partnerships or contracts to stabilise input costs.

Advisers should also anticipate the rise of cross-disciplinary deals. For example, miners partnering with biotech firms or tech companies acquiring memory-focused suppliers. Therefore, successful advisory will combine domain expertise with creative structuring and execution. Finally, regulatory and ESG considerations will increasingly influence valuations and deal terms, so integrating sustainability into strategy is essential.

Source: ft.com

Final Reflection: Connecting capital markets to technology-driven opportunity

January 2026 shows how markets and technology co-evolve. A revived European IPO market signals open windows for capital raising. Asset managers shifting into private markets and wealth business expand the routes to funding. At the same time, AI-driven demand lifts memory stocks, while mining biotech unlocks new resource value. Together, these developments create a landscape where capital flows chase technological advantage and operational innovation.

Therefore, executives and advisers must think holistically. Use public markets when timing is right. Seek private capital when growth needs discretion. Manage supply-chain exposure and consider technology partnerships that convert stranded assets into returns. Additionally, advisory services must move faster and smarter to match client needs across finance, operations, and sustainability.

Looking ahead, the winners will be organisations that tie capital strategy to technological realities. They will adapt funding plans, embrace cross-sector partnerships, and treat innovation as a source of strategic optionality. Consequently, the interplay of capital markets and technology trends offers a clearer map for growth — if leaders use it.