A smartphone that moves, tracks and responds in real time—but is it real utility or just a marketing gimmick?
Updated
April 15, 2026 6:00 PM
HONOR Robot Phone, with its camera arm extended. PHOTO: HONOR
Smartphones today feel more familiar than new. Each year brings better performance and better cameras, but fewer real surprises. So when a company unveils something called a “Robot Phone”, it’s bound to get attention.
HONOR did exactly that at the Mobile World Congress (MWC) in Barcelona this year. While most smartphone brands are focused on software upgrades, HONOR is trying something different with hardware. Its Robot Phone is built to move and adjust on its own. The camera sits on a motorized system that can tilt, track motion and shift angles automatically. It almost looks like a small robotic head, following whatever is happening in front of it. It can pick up sound, recognize motion and stay visually aware of its surroundings. This result feels less like using a regular phone and more like interacting with something responsive.
So what makes HONOR’s Robot Phone different from the smartphones we already use? Here’s a closer look at its camera system, AI features and design, and whether it is truly something new or simply smart marketing.
At its core, the Robot Phone still works like a regular smartphone. What makes it different is the camera system. It has a 200MP camera that sits on a motorized arm with a three-axis gimbal, which extends when in use and folds back into the phone when not needed. The compact motor gives the camera physical movement, while motion control allows it to sense, track and follow a person or object in real time. That means it can keep a subject in frame without constant manual adjustment.
The camera also adds a more playful side to the experience. It can respond with simple gestures, such as nodding or shaking its head, and it can even move in sync with music.
This setup could be particularly useful for content creators. As CNET tech journalist and YouTuber Andrew Lanxon pointed out, it removes the need to carry a separate gimbal. Since the robotic camera module can easily fold into the body of the phone, it is easier to carry around and more convenient for filming or taking photos on the go.
The Robot Phone also has the practical advantage of a smartphone display. It gives users a bigger screen than a standalone camera for framing, monitoring and reviewing footage. Since it runs on Android, the process of recording, editing and sharing content is also more direct.
The most impressive part of the HONOR Robot Phone design is how it fits a moving camera system into the body of a smartphone without needing external attachments.
To make this possible, HONOR uses a custom micro motor that is 70% smaller than mainstream competitors. The company also says it is the industry’s smallest four-degrees-of-freedom (4DoF) gimbal system. To support the stable movement of the camera module, the internal structure uses high-strength materials such as steel and titanium alloy. These materials help the mechanism stay durable as it shifts and repositions over time.
Battery life is another obvious question. HONOR has not revealed the battery capacity of the Robot Phone itself, but it did showcase its Silicon-Carbon Blade Battery technology at MWC 2026. The company says this battery is designed to increase energy density while keeping devices slim, and that it could support capacities of 7,000 mAh and beyond in future foldable devices.
That is not specific to the Robot Phone, but it does hint at the kind of battery improvements that may be needed for smartphones with moving parts and more advanced camera systems.
The AI features in Honor’s Robot Phone are focused on how the device sees and responds to its surroundings in real time. At the most basic level, the phone can track what is happening in a scene and adjust itself without constant user input.
On the functional side, the system keeps subjects framed and in focus automatically. Its AI Object Tracking ensures subjects stay centred, while AI SpinShot enables controlled 90° and 180° rotations for smoother transitions, even when the phone is used one-handed. It can also detect motion and recognize sound, which lets it respond to activity as it happens instead of reacting frame by frame.
The AI becomes more noticeable in the way the device behaves. When activated, the camera module unfolds and the screen displays a pair of animated eyes that track the user’s face and gaze. Honor calls this “embodied AI”, meaning the assistant expresses itself through movement rather than only voice or text. The camera module can adjust its angle during video calls, which makes it feel a little more physically present.
According to Thomas Bai, AI product expert at Honor, the goal is to move beyond passive assistance. By combining sensing, movement and real-time processing, the device is designed to interact with its environment in a more continuous way. In practice, that could mean interpreting its surroundings and responding as situations change, such as when someone is moving through an unfamiliar space.
The Robot Phone has sparked curiosity, but there is still a lot we do not know. For one thing, it is still a prototype, with a release expected later this year. Early signs also suggest it may be expensive, partly because of rising memory chip costs. Some of its more playful features also feel uncertain. In demos, the phone can move along to music, but with only a handful of pre-set tracks, it is hard to tell whether that feature will be genuinely useful or remain more of a showcase moment.
Then there are the practical questions. A motorized camera system could make the phone heavier and more top-heavy, which may affect comfort during daily use. Running a motor alongside continuous AI tracking will also likely put pressure on battery life. These are not dealbreakers, but they are trade-offs that will matter outside of a demo.
Privacy is another concern that is hard to overlook. Some of the AI features rely on cloud processing, which means certain data is sent to external servers instead of being processed fully on the device. That is common in many AI systems today, but it feels more significant here because the phone is built to actively track movement and reposition its camera in real time. For some people, that level of autonomy may feel intrusive rather than helpful. It also raises bigger questions about what sensors are built into the device and how much data they collect during everyday use.
So, is the HONOR Robot Phone a real step forward, or just a clever idea packaged well?
The answer depends on who it is for.
For content creators, the appeal is obvious. Early indications suggest it could make video capture easier by reducing the need for extra gear. Honor’s collaboration with cinema camera company ARRI also suggests a serious push toward more cinematic smartphone footage.
For everyone else, the value is less clear. Outside of content creation, it is still hard to see how these features would translate into everyday use in a meaningful way.
For now, the Robot Phone sits somewhere between promise and experiment. Whether it turns into a genuinely useful new kind of smartphone or fades away as a novelty will only become clear once it moves beyond controlled demos and into real life.
Keep Reading
The new workplace literacy is here, and it’s digital.
Updated
January 8, 2026 6:36 PM
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A group of office worker attending a presentation in a meeting room. PHOTO: UNSPLASH
The modern workplace is powered by technology, and success increasingly depends on how well employees can use it. Digital fluency—the ability to confidently and effectively use digital tools to achieve goals—is no longer a bonus skill; it’s a necessity. It goes beyond basic technical know-how, encompassing the ability to adapt to new technologies, integrate them into workflows, and use them to solve problems and drive innovation.
Yet, despite its importance, many organizations struggle to build digital fluency across their teams. Barriers such as limited access to technology, outdated training programs, resistance to change, and gaps in leadership support often stand in the way. These challenges can leave businesses lagging behind competitors who are better prepared to leverage the potential of the digital age.
Understanding and addressing these barriers is critical for creating a workforce that thrives in today’s fast-changing world. Below, we explore the key obstacles to digital fluency and provide actionable strategies to overcome them.
One of the challenges to digital fluency is the gap between the technology available and employees’ ability to use it effectively. Technology evolves rapidly, but many organizations lag behind in providing relevant, up-to-date training. Employees may receive a one-time introduction to new tools but lack ongoing opportunities to build confidence or master advanced features.
This issue is compounded by the fact that training often takes a one-size-fits-all approach, failing to address the diverse skill levels within a workforce. For example, while some employees may only need a basic overview of a tool, others may require in-depth knowledge to integrate it into their roles effectively. Without tailored and continuous training, even the most advanced tools can go under utilized, leading to frustration and resistance.
Even with proper training, employees may hesitate to adopt new technologies. Resistance to change is a deeply rooted challenge that goes beyond technical skills—it’s tied to fear of failure, skepticism about the value of new tools, or discomfort with disrupting existing workflows.
For example, employees who have been using the same systems for years may feel overwhelmed by the idea of learning something new. They may worry that new technologies will complicate their work rather than simplify it. In some cases, they may even feel their jobs are threatened by automation or digital tools.
This resistance isn’t limited to employees—it can also exist at the leadership level. If leaders themselves are hesitant to adopt new approaches, it creates a top-down culture that stifles innovation.
The lack of organizational alignment is another significant barrier. Digital tools often roll out unevenly across departments, leading to fragmented adoption. For instance, one team might embrace a new project management tool, while another continues to rely on spreadsheets. This inconsistency creates silos, disrupts collaboration, and makes it harder for organizations to achieve the full benefits of digital transformation.
Generational differences can further exacerbate this issue. Younger employees, who are often more comfortable with technology, may adopt new tools quickly, while older employees may struggle to keep up. This divide can lead to frustration on both sides and uneven levels of digital proficiency across the organization.
Leadership plays a critical role in driving digital transformation, but in many organizations, this support is inconsistent or absent. Some leaders fail to prioritize digital fluency as a strategic initiative, while others may not fully understand the tools themselves, making it difficult to set an example for their teams.
Without clear direction from leadership, employees may not see digital fluency as a priority. This lack of alignment can lead to half-hearted adoption, where technology is seen as an optional add-on rather than a fundamental part of the organization’s success.
These barriers don’t exist in isolation—they are deeply interconnected. For example, outdated training practices can fuel resistance to change, while fragmented adoption across teams is often a symptom of weak leadership support. Together, they create a cycle that limits an organization’s ability to adapt, innovate, and thrive in a fast-changing world.
Addressing these challenges is critical for building a workforce that is confident, capable, and ready to embrace the future. By breaking down these barriers, organizations can unlock the full potential of their teams and position themselves for long-term success.
Training should not be an afterthought or a one-time event—it must be a continuous and personalized process. Employees come with diverse skill levels, and a one-size-fits-all training program often fails to address these differences. Organizations should adopt a multi-pronged approach to training, offering workshops for hands-on learners, e-learning modules for self-paced learning, and one-on-one coaching for employees who need more targeted support.
For example, companies like AT&T have invested heavily in workforce retraining initiatives, providing employees with a structured path to build digital skills overtime. These programs not only improve employee confidence but also help organizations fully leverage their digital tools.
Moreover, training programs should evolve to keep up with technological advancements. Employees need regular refreshers to stay current, as even the most advanced tools can become obsolete or under utilized without proper guidance. By making training a core part of the organizational culture, companies can empower employees to adapt to new tools with ease and confidence.
Resistance to change is a major barrier to digital fluency, often fueled by employees’ fear of failure or inefficiency when using new tools. To address this, organizations should foster a culture where employees feel safe experimenting with technologies in low-stakes environments, such as “sandbox environments” that allow for practice without affecting real workflows. When employees are encouraged to test new tools and processes in a low-stakes environment, they become more comfortable with technology over time.
Recognizing and rewarding employees who embrace new tools or suggest innovative ways to use them reinforces this mindset. Early adopters can serve as champions for digital fluency, encouraging others to engage with and explore new technologies.
By normalizing experimentation, organizations can shift employees from resisting change to confidently adopting digital tools as opportunities for growth.
To avoid fragmented adoption, organizations must ensure that digital tools are implemented consistently across teams. This requires clear communication, cross-departmental collaboration, and alignment on how tools will be used to achieve shared goals.
Mentorship programs can help bridge generational divides, pairing younger employees with older colleagues to share knowledge and skills.
Leaders play a pivotal role in overcoming barriers to digital fluency. They don’t just drive the adoption of digital tools—they shape how employees perceive and engage with them. When leaders actively embrace technology, they demonstrate its value and set a standard for others to follow.
Leadership involvement must go beyond symbolic gestures. Employees are far more likely to adopt new tools or processes when they see their leaders using them effectively in day-to-day work. For example, a manager who uses a team collaboration platform to streamline communications or leverages data visualization tools in meetings signals the practical benefits of these technologies. This hands-on engagement builds trust and encourages others to follow suit.
Equally important is leaders’ ability to connect digital tools to broader organizational goals. Employees need to understand how these tools contribute to solving real problems, improving workflows, or driving innovation. When leaders clearly communicate the "why" behind digital initiatives, it helps employees see digital fluency as a shared mission rather than an abstract directive.
Digital fluency isn’t just about mastering tools—it’s about creating a workplace where adaptability, curiosity, and collaboration thrive. It’s about empowering employees to see technology not as a hurdle but as an opportunity to innovate, grow, and solve problems in new ways.
At its heart, digital fluency is a shared effort, requiring leaders who inspire, teams that align, and cultures that embrace experimentation and learning. When organizations commit to breaking down barriers—whether through better training, stronger leadership, or fostering collaboration—they unlock the full potential of their people and their tools.
The future belongs to organizations that don’t just adopt technology but embed it into their culture, enabling their teams to thrive in an ever-changing digital landscape. The question now is not whether we can keep up with change, but how far we can go when we embrace it fully.