The Future of Platform Engineering report《平台工程未来》报告

We’re excited to announce the release of the 2026 Future of Platform Engineering report. The report examines why organizations adopt platforms, what shapes their decisions along the way, and what high-performing platform teams do differently.我们很高兴宣布发布《2026 平台工程未来》报告。该报告分析了组织采用平台的原因、过程中影响其决策的因素，以及高绩效平台团队的独特之处。

Platform Engineering has moved from a frontier practice to a mainstream industry standard. It’s now an established discipline with recognizable patterns and a maturing body of evidence. The report draws on primary survey data from 379 technical platform practitioners worldwide, and a review of the current literature to establish where the discipline now stands.平台工程已从前沿实践转变为行业主流标准。它现在是一门成熟的学科，具有可识别的模式和日益丰富的实证基础。本报告利用了全球 379 名技术平台从业者的原始调查数据，并结合对当前文献的回顾，确立了该学科目前的地位。

A consistent theme runs through the findings, separating platforms that succeed from those that struggle. The decisions and practices around the technology determine success: how adoption is managed, how clearly the strategy is set, and how engaged the leadership is.一个贯穿始终的主题将成功平台与陷入困境的平台区分开来。围绕技术所做的决策和实践决定了成功与否：如何管理采用过程、战略设定的清晰程度，以及领导层的参与度。

Why teams actually build platforms团队构建平台的真正原因

Organizations adopt platforms primarily for automation and efficiency purposes. Developer experience is still a consideration, but less of a priority for most. When they explain why the initiative was funded, automation comes first. This was a consistent finding in our previous report, the 2025 Platform Engineering Pulse report.组织采用平台主要是为了自动化和效率。开发者体验虽然也是考量因素，但对大多数人而言并非首要优先级。当被问及为何为该计划提供资金时，自动化是首要原因。这与我们之前的报告《2025 平台工程脉搏报告》中的发现一致。

The motivation behind platform adoption is important as it shapes how success is measured. A platform funded for efficiency reasons and later judged on developer experience will look like a failure that isn’t one. Teams that name their primary motivation early have a clearer basis for knowing whether the platform worked.平台采用背后的动机非常重要，因为它决定了如何衡量成功。一个因效率原因获得资助的平台，如果后来以开发者体验来评判，看起来就会像是一次失败，但这并非事实。尽早明确主要动机的团队，能更清楚地判断平台是否有效。

The organizational constraint to success is strategy阻碍成功的组织因素是战略

Struggling teams most often report a lack of clear strategy as their obstacle, ahead of the technical complexity of building a platform.陷入困境的团队最常报告的障碍是缺乏明确的战略，其频率高于构建平台的技术复杂性。

Organizations that predominantly build their platform features from scratch are also the most likely to report this gap. Of respondents building from scratch, 57.9% also cite a lack of a clear strategy as an obstacle. While this may suggest that teams are building without a plan, many engineers build to work out a problem, which makes the build a method rather than a problem. This would explain why these two often turn up together.主要从零开始构建平台功能的组织也最容易报告这一差距。在从零开始构建的受访者中，57.9% 的人也提到缺乏明确的战略是一个障碍。虽然这可能表明团队是在没有计划的情况下进行构建，但许多工程师通过构建来解决问题，这使得构建本身成为一种方法而非问题所在。这解释了为什么这两个因素经常同时出现。

A result that caught us off guard一个让我们措手不及的结果

Among teams reporting mandatory adoption, 62.2% achieved most of their goals (high-performers). For respondents reporting optional platform adoption, this sits at roughly 27.5%.在报告强制采用的团队中，62.2% 实现了大部分目标（高绩效者）。而在报告选择性采用平台的受访者中，这一比例约为 27.5%。

This was an unexpected finding. Industry advice that comes up again and again in Platform Engineering is, don’t force adoption, treat the platform like a product, and let it earn its users. We assumed that optional adoption would track more with high-performing teams and strong outcomes, but we found the opposite.这是一个出乎意料的发现。平台工程中反复出现的行业建议是：不要强制采用，将平台视为产品，让它赢得用户。我们原以为选择性采用会与高绩效团队和良好的结果更相关，但我们发现事实恰恰相反。

The tension here is real, but it doesn’t mean that everyone else is doing it wrong. It’s two different questions getting two different answers. Mandatory adoption is the stronger signal for whether a platform delivers on the goals it set. Optional adoption speaks to something else entirely: a platform that earns its place because developers choose it rather than because they’re asked to, which is a success worth having in its own right.这里的矛盾是真实存在的，但这并不意味着其他人做错了。这是两个不同的问题，得到了两个不同的答案。强制采用是平台是否实现既定目标的一个更强信号。选择性采用则代表了完全不同的另一面：一个平台之所以能赢得其地位，是因为开发者选择了它，而不是因为他们被要求使用，这本身就是一种值得拥有的成功。

Mandatory adoption also doesn’t move on its own. In the network analysis, it clusters with stronger leadership direction, higher job satisfaction, and greater confidence in budget safety, and those measures correlate with one another about as much as each correlates with goal delivery. Mandatory adoption without the leadership engagement and budget security is unlikely to produce the same result. What appears as a decision about adoption is usually a decision about how much of the organization is behind the platform.强制采用也不会孤立存在。在网络分析中，它与更强的领导力指导、更高的工作满意度以及对预算安全性的更大信心相关联，这些指标之间的相关性与它们各自与目标交付的相关性大致相当。在没有领导层参与和预算保障的情况下，强制采用不太可能产生同样的结果。看起来关于采用的决策，通常实际上是关于组织对平台支持力度的决策。

Who’s actually getting value from AI?谁真正从人工智能中获得了价值？

Teams reporting the most positive impacts from AI were the platforms offering features we classified as advanced, like ephemeral environments, cost control, and code coverage. Adopting these features actually shifted platforms from no AI impact to a positive AI impact on software delivery speed and stability. The difference was in which capabilities a platform had, not how many it had.报告称从人工智能中获得最积极影响的团队，是那些提供我们归类为“高级”功能的平台，例如临时环境、成本控制和代码覆盖率。采用这些功能实际上使平台从“无人工智能影响”转变为对软件交付速度和稳定性产生“积极人工智能影响”。差异在于平台具备哪些能力，而不是具备多少种能力。

That is consistent with how DORA described AI in 2025, as an amplifier of the system it enters. Where the foundations are solid, the gains compound, and where they aren’t, the friction is amplified instead. Teams on mature, well-designed platforms get more out of AI than teams with ad hoc setups.这与 DORA 在 2025 年对人工智能的描述一致，即它是其所进入系统的放大器。在基础稳固的地方，收益会叠加；而在基础不稳的地方，摩擦力反而会被放大。在成熟、设计良好的平台上工作的团队，比使用临时配置的团队能从人工智能中获得更多收益。

What this means for platforms这对平台意味着什么

The patterns associated with successful platform teams emerged in organizational decisions: how clearly the strategy is set, how engaged the leadership is, and how adoption is handled. This is an encouraging result. The platforms that deliver well are the ones where people agreed what the platform was for and committed to it.与成功平台团队相关的模式体现在组织决策中：战略设定的清晰程度、领导层的参与度以及采用过程的处理方式。这是一个令人鼓舞的结果。那些交付效果良好的平台，是人们就平台用途达成共识并致力于此的平台。

Platform Engineering is maturing, and the patterns are becoming clear enough to learn from. Read the report for the full analysis, including how teams measure success and what high-performing teams do differently.平台工程正在走向成熟，模式也变得足够清晰，值得借鉴。请阅读报告获取完整分析，包括团队如何衡量成功以及高绩效团队的独特之处。

Happy deployments!祝部署顺利！