Mazda’s New Infotainment Finally Fixes Years Of Complaints (But I Can’t Say It’s Perfect)






The 2026 Mazda CX-5 is bigger, looks more striking, and yet still starts under $30,000 — albeit before destination fees and taxes — but it’s the dashboard where arguably the most important changes are to be found. For years, now, the Japanese automaker has found itself at odds with drivers used to reaching out and touching their infotainment screens. Mazda’s staunch opposition to such things has felt increasingly obstinate.

Indeed, compared to the ever-growing displays in rival SUVs, the old CX-5’s looked like a throwback. While its 10.25-inch measurement wasn’t small on paper, its shape — wide and shallow — left it looking tiny compared to the dash-dominating panels common in other cars.

Mazda had solid reasoning for its reticence around touchscreens. Safe infotainment meant limiting the time your eyes were off the road, the automaker’s argument went, which suggested positioning the display high up on the dashboard made most sense. The distant stretch for your hand to actually tap a touchscreen positioned there, though, would be another ergonomic flaw.

Farewell, annoying little click wheel

That led to the little-loved scroll wheel in the center console, which also doubled as a joystick. With that, Mazda drivers could click or scroll through the UI: workable, when using the automaker’s own interface, but far less agreeable when trying to navigate Apple CarPlay or Android Auto.

More recent Mazda models added a touchscreen and an option — buried in the settings — to allow touch with smartphone projection even when the vehicle was in motion. Disabled by default, though, and still not compatible with the native interface, it always felt like a fudge.

The 2026 CX-5 sweeps that hodgepodge into the trash, this latest-gen version of Mazda Connect finally embracing the touchscreen-first approach that rivals adopted years ago. It’s arguably the most distinctive change in the new SUV — which also gets an exterior refresh and new dynamics tuning, which you can read about in full in our first drive report — which now starts at $31,485 when you include the $1,495 destination fee.

Big screens, tiny icons

Flush with the thrill of fresh gadgetry, Mazda has perhaps been too eager with its new infotainment system. The huge touchscreen — 12.9-inches on most trims, but a whopping 15.6-inches on the flagship S Premium Plus shown here — is expansive and crisp, but many of the most frequently-used controls are either oddly small or demand at least two taps to interact with.

There’s more than enough space for a fulsome climate control section, for example, but only the basics of temperature and fan speed are permanently shown. Adjustment of everything else — including seat and steering wheel temperature — demands pulling up a separate submenu first. Even seeing whether, say, the heated seats are active requires squinting: the icons are tiny, and their status distinguished in different shades of gray.

It’s not the only ergonomic oddity. The power window switches look normal but only the very tip of each actually moves, adding a needless degree of dexterity to opening and closing them. Where the previous-gen CX-5 had a dedicated button to disable auto start/stop — which Mazda calls “i-stop” — this new version puts that in an onscreen submenu.

Mazda’s once again swimming against the flow

It’s ironic, really, because many automakers now seem to be going in the opposite direction to Mazda — and in fact back to where the Japanese automaker is itself coming from. Say what you liked about Mazda’s old infotainment system, but at least you got a physical volume knob in the center console. That, too, is now handled by an on-screen control in the 2026 CX-5.

Yet at the same time, Mazda hasn’t gone the whole hog. There’s still a physical transmission shifter, for example, where rivals have transitioned to space-saving buttons and an uptick in useful center console storage.

Still, some decisions here make a lot of sense. The shortcut button to summon the CX-5’s exterior cameras is cleverly placed on the steering wheel, perfect for a quick check in tight spots. Similarly successful, the switch to move through drive modes is now on the wheel, too.

The 2026 CX-5 sweet-spot

Overall, the changes here are an improvement compared to Mazda’s old system. “Drives well, you just have to suffer the infotainment” was a regular refrain for the automaker’s cars, notorious for their dynamic success and their digital shortcomings. The 2026 CX-5 feels far more modern than its pre-refresh predecessor, even if it’s not a clean sweep.

The sweet spot for those on a budget is likely the CX-5 2.5 S Select trim (from $33,485 including destination). That gets the 12.9-inch touchscreen — which is amply sized — along with the wireless smartphone projection and wireless phone charger that the base model misses out on. You’ll pay almost $5k more for the 12-speaker Bose audio upgrade on the 2.5 S Premium (which, admittedly, also comes with a head-up display and other niceties like leather upholstery and ventilated front seats).

With its Google built-in underpinnings, finessing some of the onscreen annoyances of the new Mazda Connect shouldn’t be too great a challenge for automaker. Adding back the absent hardware controls, though, will have to wait for the CX-5’s next refresh.





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ZDNET’s key takeaways

  • Staff who use AI can end up with more to do, not less.
  • Think carefully about the tools you’re using and why.
  • Adopt a set of standards and refine your outputs.

The promise of productivity boosts from AI can come with an unwelcome side order of stress. Harvard Business Review found that AI doesn’t reduce work; it intensifies it, leading to cognitive fatigue and unsustainable hours.

While the common perception is that AI can help reduce workloads, allowing employees to focus more on higher-value and more engaging tasks, HBR’s research found that staff using AI worked more quickly and often ended up with more to do, not less.

Also: Forget productivity: Here are 5 strategic shifts that drive real AI value

While we’ve written about how some professionals are finding ways to turn AI’s time-saving magic into a productivity superpower, we’ve also recognized that some employees have started to become tired with the low quality of AI outputs.

Ankur Anand, group CIO at tech recruiter Harvey Nash, said professionals who want to avoid cognitive fatigue must understand how to use AI effectively and its potential risks.

“That focus will help to reduce the noise around the workload that AI creates,” he told ZDNET, suggesting that many people have unrealistic expectations about the productivity boost that AI will provide.

Also: Why I ditched Copilot for Claude in Word, Excel, and PowerPoint – and how you can, too

“Many organizations are telling their people, ‘We want to understand how you’re making an impact with AI,'” he said. “But these professionals are not empowered, which means that using AI adds a lot of pressure, because they need to prove themselves on their own terms.”

If you’re going to make the most of AI at work, then you’re going to have to find an effective balance between completing tasks quickly and producing high-quality work. 

Here’s how the experts believe professionals can ensure they reap the benefits, not the problems, of AI — and they suggest that you’ll need to focus on three core areas: tools, guidelines, and outputs.

Limit your toolset

Alex Read, senior enterprise product manager for data at energy provider EDF UK, told ZDNET that the best way for professionals to reap the benefits, not the challenges, of AI is to be uber-focused on tools that help you produce value in your roles.

While there are thousands of potential AI-enabled services on the market, Read said sensible professionals limit their horizons.

Also: How this travel company’s AI rollout drove a 73% satisfaction boost: A 5-step playbook for your business

In his own role, for example, Read focuses on how AI can help him build a data platform and update information accurately, efficiently, and productively: “Anything outside of that scope is noise for me.”

That sentiment resonated with Nick Pearson, CIO at technology specialist Ricoh Europe, who told ZDNET it’s important to take a step back and think carefully about how an AI tool can help you produce value in your role.

“If you think about the phrase ‘gen AI,’ the tech is very good, by definition, at generating outputs,” he said. “I could go to bed in the evening, set the model to work, and we could have four new IT strategies produced overnight.”

Also: Worried AI agents will replace you? 5 ways you can turn anxiety into action at work

However, quantity doesn’t necessarily mean quality. Pearson suggested it’s important to focus on AI’s blind spots, particularly as most models are trained on preexisting content.

“AI can’t inspire people, per se; it can’t naturally create something new, because it’s actually quite recursive,” he said.

“And the judgment you have to put in sometimes, on top of everything else, whether it be an ethical or a capability judgment, is not there automatically in the technology.”

It’s in this gap, said Pearson, that human experts play a critical role: “We’re toying with that concern as an organization and saying, ‘Where does AI really play an important role, versus where are we upskilling people in areas that AI probably won’t play for a long time?'”

Work to the guidelines

HBR’s research found that an initial productivity surge when AI is adopted can lead to lower-quality work, turnover, and other problems as people work harder rather than smarter.

To correct this issue, HBR said companies need to adopt an “AI practice,” or a set of norms and standards around AI use that help professionals ensure they use AI in a constrained but productive manner.

Also: 90% of AI projects fail – here are 3 ways to ensure yours doesn’t

At EDF UK, Read is part of an internal AI Center of Excellence in enterprise IT, which enables policy for the effective use of AI across the wider organization. 

In addition to Read, who contributes input from a data-use perspective, the group includes other tech representatives, such as the firm’s senior manager of AI, principal software engineer, and principal solution architect.

“The remit of this center is to make sure that, when the federated business units are looking to build, develop, and deploy AI services, they have platforms, guidance, best practices, architectural assets, and materials to guide them on how to safely and efficiently adopt AI and operationalize it at scale,” he said.

Some of the key themes the center considers when assessing AI tools are scalability and reusability, ensuring a proposed service doesn’t replicate one already in use.

Also: 5 ways to use AI when your budget is tight

“All new tools and services related to AI will go through that hopper and funnel to understand scope and ensure the security, regulatory, and ethical side of things are understood,” he said, suggesting that all professionals should use their organization’s pre-existing guidelines to foster an appropriate exploitation of emerging tech.

“The benefit that guided approach brings is that it allows us to be clear in our messaging around what AI services can be used, how they’re used from a use-case perspective, and ultimately, what personas are allowed to use them.”

Refine your outputs

Even when tools are assessed and considered acceptable, there can still be an overreliance on AI outputs. Worse, some professionals can drown in the insights they receive, leading to higher stress and fewer benefits.

Louise Newbury-Smith, head of UK&I at technology specialist Zoom, told ZDNET that one way to ensure your outputs are constrained is to focus on prompting.

“Use simple amendments to be specific, such as ‘Give me the top three things with the biggest impact.’ That approach should guide your prompt, rather than saying, ‘Give me everything you know about this topic.'”

Also: 5 ways to fortify your network against the new speed of AI attacks

Newbury-Smith said the successful use of AI is all about being smart about how it’s exploited, and that effectiveness comes down to enablement and engagement. If a prompt yields too much information, refine it until you get what you need. She said this should still be faster than trying to get answers without AI.

The basic message for professionals is that effective applications of AI are all about you staying in the loop, said Bernhard Seiser, vice president of digital, data, and IT at AOP Health.

Think before you use AI, and think again before you push your outputs around the organization.

“It doesn’t help the business if you get AI-generated emails that are many pages long, and then you need ChatGPT to summarize the text,” he told ZDNET.

Seiser said that while there are certain tasks generative AI is good at and worth using for, in the end, “you need to use your brain.”





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