UAE data leaders struggle with AI oversight, Dataiku report shows

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UAE data leaders struggle with AI oversight, Dataiku report shows

While 56 per cent of data leaders worldwide believe a CEO will be forced out by 2026 over an AI-related failure, only 35 per cent of UAE respondents share that view

Gulf Business

24 November, 2025

UAE data leaders struggle with AI oversight, Dataiku report shows

Image: Getty Images/ For illustrative purposes

Ninety-four per cent of data leaders in the UAE admit they do not have full visibility into how their AI systems make decisions, according to a new report from tech company Dataiku, highlighting rising governance risks as the country accelerates its AI ambitions.

The Global AI Confessions Report: Data Leaders Edition, conducted by The Harris Poll for Dataiku and based on a survey of more than 800 senior data executives across eight countries, shows the UAE’s rapid AI adoption is being undermined by traceability and explainability gaps.

Only 17 per cent of UAE respondents said they always require AI systems to “show their work”, one of the lowest levels globally, while nearly two-thirds, or 62 per cent, said they were not confident their organisation’s AI systems could pass a basic audit of their decisions.

Despite these concerns, 72 per cent said they would trust an AI agent to make autonomous decisions in critical business workflows even if it could not explain its outputs, suggesting that implementation is outpacing oversight.

Just half of UAE respondents said they had ever delayed or blocked an AI deployment due to explainability concerns.

The findings come as the UAE pushes ahead with its National Strategy for Artificial Intelligence 2031 and seeks to position itself as a global hub for AI innovation.

Report finds leaders face pressure when it comes to AI adoption

The report, however, shows data leaders feel mounting pressure from the top.

Nearly six in 10 respondents, or 59 per cent, said their C-suite overestimates the accuracy of AI systems, while 64 per cent believe leadership underestimates the time and complexity needed to make AI production-ready.

A third of UAE data leaders, 32 per cent, reported being asked to approve an AI initiative that made them uncomfortable, and 75 per cent said their company’s AI strategy is driven more by technological ambition than by business outcomes.

Global expectations around accountability also appear weaker in the UAE.

While 56 per cent of data leaders worldwide believe a CEO will be forced out by 2026 over an AI-related failure, only 35 per cent of UAE respondents share that view, the lowest among surveyed markets.

More than half, or 53 per cent, said they do not feel their own roles are at risk if their organisation fails to achieve measurable business gains from AI in the next one to two years, marking the highest perceived job security in the study.

“An alarming revelation of the report is that enterprises in the UAE, much like those globally, are betting on AI they don’t fully trust, and doing so with a sense of confidence that they won’t bear much consequence if things go wrong,” said Florian Douetteau, co-founder and CEO of Dataiku. “The encouraging news is that governance challenges, such as explainability and traceability, can be overcome.”

Despite the risks, the study also found UAE data leaders are prioritising accuracy above financial considerations, with 57 per cent naming performance reliability as their top priority compared with only 10 per cent who cited cost.

Local executives remain cautious about applying AI to sensitive functions: 55 per cent said they would never allow AI agents to make hiring or firing decisions, 48 per cent would exclude AI from legal or compliance work, and 39 per cent would avoid using AI for mental health or employee wellness support.

“UAE organisations are leading the charge in adopting AI at scale, but the findings show that work must still be done to ensure responsible growth remains the priority,” said Sid Bhatia, Area VP and GM – Middle East, Turkey & Africa at Dataiku.

The Harris Poll conducted the research online from August, surveying 812 data leaders across the US, UK, France, Germany, the UAE, Japan, South Korea and Singapore.

Respondents work for companies with annual revenue of at least one billion dollars or regional equivalents and hold titles ranging from vice-president to C-suite level.

Dataiku, backed by investors including Wellington Management, Battery, CapitalG, ICONIQ, and FirstMark, positions itself as The Universal AI Platform, designed to deliver explainable and scalable AI across enterprises.

AI Study Dataiku

Oman’s growth momentum builds as non-oil sectors drive nearly 70% of GDP: GCC STAT

GDP reached $107.1bn in 2024, compared with $75.9bn in 2020, representing 41.1 per cent growth, GCC STAT figures showed

Gulf Business

24 November, 2025

Oman’s growth momentum builds as non-oil sectors drive nearly 70% of GDP: GCC STAT

Image: Getty Images/ For illustrative purposes

Oman’s economy and social indicators have recorded steady improvement in recent years, supported by the country’s diversification agenda, the GCC Statistical Centre (GCC-Stat) said in a new report released to mark the Sultanate’s National Day.

Non-oil sectors accounted for 68.2 per cent of GDP at current prices in 2024, up from 66.7 per cent in 2023.

GDP reached $107.1bn in 2024, compared with $75.9bn in 2020, representing 41.1 per cent growth.

Manufacturing activities contributed 10.0 per cent to GDP in 2024.

The value of merchandise trade rose 81.3 per cent to $109.0bn in 2024 from $60.1bn in 2020.

Exports grew to $65.2bn in 2024, up from $31.8bn in 2020, an increase of 104.9 per cent. The trade balance surplus widened to $21.3bn in 2024 from $3.5bn in 2020.

Commercial bank assets climbed to $115.9bn in 2024, compared with $93.2bn in 2020, a rise of 24.4 per cent.

Foreign reserve assets increased to $18.4bn in 2024 from $15.0bn in 2020, up 22.5 per cent.

Tourism in Oman shows strong growth

Tourism posted strong gains, with the number of hotel establishments reaching 1,031 in 2024, compared with 548 in 2020, an 88.1 per cent increase.

Oman welcomed 2.7m tourists in 2024, with total spending estimated at $2.6bn.

Healthcare capacity continued to expand. The number of public and private hospitals reached 94 in 2024, while the physician ratio rose to 21.4 doctors per 10,000 people.

Education indicators improved as well. The number of students increased to 897,700 in the 2023/2024 academic year, up from 748,800 in 2019/2020, marking 19.9 per cent growth.

Youth literacy among those aged 15 to 24 reached 99.6 per cent.

GCC-Stat said Oman ranked fourth globally in the Quality of Life Index 2025 and also placed fourth worldwide among the safest nations, according to Gallup.

The sultanate topped the regional ranking of least-polluted countries for 2025.

Read: Why GCC investors are turning to Oman for property opportunities

GDP Economy Oman GCC-Stat

Dubai approves record Dhs302.7bn budget cycle for 2026–2028

For 2026, Dubai has set expenditure at Dhs99.5bn, focused on development projects linked to the Dubai Plan 2033 and the Dubai Economic Agenda D33

Gulf Business

24 November, 2025

Dubai approves record Dhs302.7bn budget cycle for 2026–2028

Image: Dubai Media Office/ For illustrative purposes

Dubai has approved its largest multi-year budget cycle, signing off on planned expenditure of Dhs302.7bn and projected revenues of Dhs29.2 bn for the fiscal years 2026 to 2028.

The decision was issued by Dubai Ruler Sheikh Mohammed bin Rashid Al Maktoum in his capacity as Vice President and Prime Minister of the UAE.

The three-year plan aligns with broader targets to support sustainable economic growth and expand investment in sectors tied to digital transformation, space research, and artificial intelligence.

Dubai’s Department of Finance expects the cycle to deliver an operating surplus equal to up to 5 per cent of the emirate’s projected 2026 GDP.

Sheikh Maktoum bin Mohammed bin Rashid Al Maktoum, First Deputy Ruler of Dubai, Deputy Prime Minister and Minister of Finance of the UAE, said the approval of the biggest budget in Dubai’s history for the 2026-2028 cycle sends a clear message that Dubai’s journey of progress is driven by limitless ambition and a future-focused vision, and that the well-being and quality of life of Dubai’s residents remains the ultimate focus of all the government’s initiatives.”

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Key highlights of the budget

For 2026, Dubai has set expenditure at Dhs99.5bn, focused on development projects linked to the Dubai Plan 2033 and the Dubai Economic Agenda D33.

Social services will take 28 per cent of spending, covering health, education, scientific research, housing, and community support. Security, justice, and safety will receive 18 per cent.

Infrastructure investments, including roads, tunnels, public transport, sewage, parks, energy, and waste systems, make up 48 per cent of the 2026 allocation.

Six per cent is set aside for government development initiatives.

Projected revenues for 2026 stand at Dhs107.7bn, including Dhs5bn in general reserves.

Abdulrahman Saleh Al Saleh, DG of the Department of Finance, said the plan is built to be flexible and scalable, supporting fiscal sustainability and competitiveness. He said the 2026 budget reflects directives to expand government support for social development, citizen housing, digitisation, scientific research, and global competitiveness, while maintaining a funded general reserve.

Aref Abdulrahman Ahli, ED of the Planning and General Budget Sector at DOF, said the medium-term plan demonstrates financial stability built on disciplined policies.

He said the 2026 fiscal year is expected to achieve an operating surplus of 22 per cent of total government revenues.

Read: Dubai GDP expands 4.4% as key sectors post double-digit gains

finance Budget Dubai 2026-2028

New retail concept ‘The Hub by ADNOC’ launches

The first site opened in Shawamekh, Abu Dhabi, with six locations planned by the end of the year and a total of 30 expected by 2030

Neesha Salian

24 November, 2025

New retail concept ‘The Hub by ADNOC’ launches

Images: Supplied

ADNOC Distribution, the UAE’s largest mobility and convenience retailer, has launched a new roadside retail concept, ‘The Hub by ADNOC,’ aimed at expanding its non-fuel business and creating community-focused destinations across the country.

The first site opened in Shawamekh, Abu Dhabi, with six locations planned by the end of 2025 and a total of 30 expected by 2030.

ADNOC Distribution said the sites are designed with a retail footprint three times larger than traditional service stations and will combine fuel, EV charging and car care with food, recreation and family facilities.

The company expects the hubs to contribute $30m in EBITDA annually by 2030.

The launch event was attended by Dr Sultan Al Jaber, MD and group CEO of ADNOC, and ADNOC Distribution CEO Bader Saeed Al Lamki.Al Lamki said the concept is central to ADNOC Distribution’s plans to grow and diversify, describing it as “a blueprint for how we will grow, diversify and serve our customers both now and in the years to come.”

He said the model supports the UAE’s Year of Community through spaces designed for families and commuters.

Highlights of The Hub by ADNOC

Each site is positioned as a multi-purpose community destination integrating lifestyle offerings including dining, fitness and recreation with essential mobility services.

ADNOC Distribution said 90 percent of retail units at the first six sites are already leased.

The company is using its land bank to create larger mixed-use locations that unlock new revenue streams and encourage customers to spend more time on site.

Facilities will include children’s play areas, public fitness zones and sports spaces such as padel courts and gyms.

Retail partners at the first locations include Lulu Hypermarket, McDonald’s, Starbucks, KFC, Hardee’s, Al Baik and ADNOC Distribution’s ‘Oasis by ADNOC’ convenience stores.

Some hubs will also feature seasonal pop-up retail concepts.

ADNOC Distribution manages more than 1,100 occupied and awarded rental properties and operates the UAE’s largest service-station network with more than 560 locations nationwide, alongside over 380 Oasis convenience stores. The company said it is leveraging this footprint to support long-term non-fuel retail growth.

Over the first nine months of 2025, ADNOC Distribution’s non-fuel retail gross profit rose 15 per cent year-on-year, while ADNOC Rewards membership exceeded 2.5 million.

Read: ADNOC Distribution’s Ali Siddiqi on record growth in Q3, strategic expansion, innovation

The company said The Hub by ADNOC is a key component of its plan to double non-fuel retail transactions between 2023 and 2030.

To mark the opening, ADNOC Distribution hosted a community event at the inaugural Shawamekh location, ADNOC 754, from November 21 to 23, featuring food, activities and prizes.

Retail ADNOC Distribution The Hub by ADNOC

Microsoft UAE’s Amr Kamel on driving agentic AI, growing the local ecosystem

The GM of Microsoft UAE discusses the company’s mission to democratise AI access and the strategic importance of partnerships

Neesha Salian

24 November, 2025

Microsoft UAE’s Amr Kamel on driving agentic AI, growing the local ecosystem

Image: Supplied

Microsoft’s commitment to the UAE’s AI transformation took centre stage at the recent GITEX Global 2025, where the tech giant unveiled a suite of initiatives designed to embed artificial intelligence across education, industry, and government. At the company’s AI Tour held in Dubai earlier this month, Microsoft announced the expansion of its Elevate UAE skilling programme, targeting over 250,000 students, educators, and government employees by the end of 2027.

The initiative will embed AI literacy and hands-on training across educational institutions, including 100,000 students in GEMS private schools, while offering sustained programmes and partnerships with cutting-edge AI tools.

The AI Tour brought together leaders from education, technology, and industry to explore how AI can drive innovation, productivity, and sustainable growth, showcasing keynote sessions and real-world case studies that demonstrated how organisations are translating AI potential into tangible impact.

Microsoft also reinforced its commitment to the UAE through its $15bn investment in the nation’s AI ecosystem, focusing on technology, talent, and trust to strengthen the country’s long-term vision for innovation, education, and inclusive growth.

Here, Amr Kamel, GM of Microsoft UAE, discusses the company’s mission to democratise AI access, the strategic importance of partnerships like the one with G42, and what visitors experienced at Microsoft’s GITEX presence, including the emphasis on agentic AI, skills enablement, and empowering every individual and organisation to achieve more in an AI-native economy.

Since you’ve taken up the role, how are you aligning your plans with Microsoft’s global mission and the local focus here in the UAE?

I think one of the things that really drives and guides everything we do in Microsoft is our mission, which is to empower every person and every organisation on the planet to achieve more.

While it’s a global vision, it’s very true in current times as well, especially with everything we see with AI. So, from a UAE perspective, that’s exactly our mission ahead of us: empowering every person and every organization with AI to achieve more. And we really mean it with the word “person” — every resident, every citizen, and every organisation of all sizes, small and medium, government, you name it.

I think it’s so inspiring to see how the UAE, nationwide, is embracing AI at all different levels of the stack in a way that’s really inspiring and inspiring the company to do more with the UAE and in the UAE. One of the things we announced around bringing Copilot in-country processing, but also the outcomes that we see from some of these use cases — we see that through this partnership with the incredible vision and the ability to execute from the UAE with turning these promises into actions. And we’re moving from not only embracing AI to creating AI from the UAE to the world.

There are a lot of partnerships that Microsoft has signed — some at GITEX, some before, with G42 and government entities. What is the strategy that drives that?

If we want to be true to democratisng access to AI, to make sure that no one is left behind, there’s no way but partnerships and many different ecosystems. It will take a joint efforts to build that.

A great example is exactly our strategic partnership with G42, because it cuts across so many levels to make sure that nobody is left behind. It means we need that infrastructure with a global scale, right? Which means we need partnerships like this to make sure that we’re building responsible AI that’s inclusive. You need partnerships that drive what it means in terms of responsible standards for AI and security to make sure that there is this global access. You need also applications and platforms that scale while you have the right security boundaries.

And I think here in the UAE, we are lucky to see these nationwide examples of this — from applications like TAMM, where 1,100 government services are already automated, empowered and enabled by AI or how the Department of Health is embracing AI. And there are so many examples in between.

At GITEX, everybody was very excited about Microsoft’s presence. And this was your first GITEX in this role. What did you showcase?

I think there were four key standout features at GITEX GLOBAL this year.

First, there was a thought leadership element around agentic AI. And the intention for us at GITEX was way beyond just a technology exhibition. It was truly a platform to showcase the roadmap and what’s coming ahead and to work through the ecosystem. That’s why this one was so important in terms of cutting-edge technology — to show the AI-powered future, what it means to have this agentic AI, and how executives, employees, government officials, you name it, can make use of such technology.

Then there was an element around partnerships. We were honoured to have 37 of our business partners who were together with us that had built on top of the platform. So that would have been my second stop for visitors. They could go past our departments because they were — this is the beauty of partnerships — very specialised, very specific solutions that fix very specific problems or help get certain outcomes.

Then the third stop: skills. This is where visitors could find a whole track of how we’re enabling skills on different technical topics.

And last but not least was back to the mission. With our Copilot+ PCs or Surface Copilot+ PCs , that was the point where individuals could get their hands around the power of AI and access to AI.

There’s obviously a lot of opportunities that you’ve been tapping. In terms of challenges — the skill gap, the talent gap, developing skill sets — how is Microsoft enabling and empowering local economies to address that?

This is a great question. Because if you think back to the access of AI and what are the different pillars, infrastructure is one, skills is another. Because at the end of the day, it boils down to our capability and the human capital to embrace AI and maximise the use of this to enhance our capability. And to do this effectively, you need to enable skills at scale.

Tell us about the values that drive you.

Empowerment becomes super important. And I think it’s a notion that is very much in the DNA of us as a company, a notion of having a culture of empowerment so that everybody can bring their A game to the job. There is an environment and culture that enables everyone to be at their best the way they are. So that’s important. That’s something for me as a value that I think of every day.

Personally, for me, there’s so much inspiration in the vision we talked about and in what we’re doing every day to shape such a future.

I think it’s so rewarding when you work with governments, with different organisations and see that some of these use cases are yielding results and outcomes that help every individual — be it a learner, be it a patient, or a resident who wants to have a service. It’s such a fulfilling feeling, to be honest. And that’s where the inspiration keeps going.

Interview Technology Microsoft UAE

GCC steps into a new era as AI acceleration reshapes regional priorities

Reinvention is no longer a one-off initiative; it must become a continuous capability embedded in the organisational DNA, says Accenture’s Shehadi

Ramez T Shehadi

24 November, 2025

GCC steps into a new era as AI acceleration reshapes regional priorities

Image: Supplied

Change might well be the only constant, as Greek philosopher Heraclitus famously said some 2,500 years ago.

In 2025, the velocity and magnitude of change – globally and across the Middle East, particularly within the GCC – has surpassed even the boldest forecasts.

From exponential advances in artificial intelligence and digital infrastructure to seismic shifts in energy markets and climate imperatives, the region is undergoing a transformation of unprecedented scale and complexity.

The GCC emerged from the pandemic not merely intact but invigorated – translating resilience into rapid economic acceleration. Yet today’s leaders are navigating far more than a post-crisis rebound. They are steering through a convergence of disruptive technologies, economic recalibrations, and intensifying environmental demands; in short, a perfect storm that is reshaping the very foundations of growth and governance.

This is not a return to business as usual. It is a decisive pivot toward a future defined by agility, innovation, and sustainability. The challenge now is not only to keep pace with change, but to lead it – strategically, responsibly, and with a vision that matches the moment.

Favourable headwinds

The urgency for leadership action in the GCC is being driven by two converging forces: a region primed for rapid AI adoption and a surge of strategic investments aimed at positioning it at the forefront of the global AI race. With near-universal internet access and a digitally native youth population, the GCC is leapfrogging legacy systems and fast-tracking into AI maturity.

A pivotal moment came earlier this year with US President Trump’s visit, which catalysed multi-billion-dollar AI-focused agreements across the UAE, Saudi Arabia, and Qatar. These deals signal a shift from AI consumption to creation, with the region now investing in sovereign infrastructure and foundational technologies.

In Saudi Arabia, the Public Investment Fund (PIF) launched HUMAIN, a state-backed AI powerhouse set to operate across the full AI value chain. HUMAIN is building next-generation data centers, cloud platforms, and one of the world’s most advanced Arabic large language models (ALLaM 34B), trained on over 500 billion Arabic tokens.

Its mission is deeply national: to embed Arabic language, culture, and context into AI systems, positioning the Kingdom as a global leader in Arabic-first innovation.

The UAE is executing a more globally integrated strategy through STARGATE UAE, a 1GW AI infrastructure cluster within the 5GW UAE–US AI Campus in Abu Dhabi.

Spearheaded by G42 and developed by Khazna Data Centers, STARGATE UAE is the brainchild of OpenAI, Oracle, NVIDIA, Cisco, SoftBank, and GSCO. The first 200MW phase is already under construction, with completion targeted for 2026.

Getting reinvention ready

Accenture’s Pulse of Change Index points out that the rate of change affecting businesses in the Middle East has only grown year on year – averaging 97 per cent since 2019 across six core areas—Technology, Talent, Economic, Geopolitical, Climate, and Consumer & Social. Talent exhibits a whopping 675 per cent shift and technology accounts for 186 per cent – highlighting the sea change taking place across the region.

Our latest research, “Building Tomorrow’s Economies: How generative AI will reinvent business in the Middle East” found that 86 per cent of businesses in the region now have a reinvention strategy in place, and at least 82 per cent have admitted to accelerating their reinvention efforts over the past year.

Generative AI (Gen AI) has proven to be the game changer in catalyzing their efforts to implement organisation-wide change. Interestingly, most of the Reinventors – entities with a reinvention strategy in place – experienced growth of at least 15 per cet from 2019 and a 6 per cent premium on profits versus their peers who do not.

Clearly, reinvention, like endurance, smart cities and wisdom, is not a quick fix. The good news for the region is that reinvention has now become a default strategy for the nearly 300 executives Accenture interviewed for its new report

Of course, not every organisation in this region is reinvention-ready, or up to speed with using Gen AI to carry out crucial business transformation. Nearly 14 per cent of the organisations Accenture surveyed did not meet the criteria for enterprise transformation, which is 4 per cent behind the global average.

Accenture’s new report showcases five imperatives that will fast-track business transformation and help deliver a successful reinvention strategy. Incorporating value, tech infrastructure, talent, ethics, and finally, ensuring a continuous reinvention mindset are critical to driving enterprise-wide change and sustainable growth.

GenAI: Revenue driver for reinvention?

One of the central enablers for reinvention, according to the report, is Gen AI adoption, with 66 per cent of the Reinventors signaling that it is an engine for revenue growth.

Gen AI has the power to transform every aspect of an organisation and will eventually disrupt every industry. In fact, 76 per cent of business leaders in the region believe that Gen AI could boost output per worker by more than 10 per cent in the next three years.

However, reinvention is a two-way street. To deploy Gen AI and maximize its potential, organisations will need to reimagine processes, redefine talent strategies and manage technology through responsible AI frameworks.

Central to any business transformation is a strong digital core enhanced by a data-driven, Gen AI backbone.

Strengthening the digital core

Building an industry leading digital core requires enterprises to replace legacy infrastructure with AI-enabled systems—from cloud to data to security. A strong digital core empowers organisations to reinvent twice as many functions with Gen AI.

Making strategic investments of 6 per cent or more in innovation and re-engineering systems for machine (AI) operations, as well as balancing technical debt liabilities with investments for the future, are also key to achieving Gen AI reinvention. Seventy-one per cent of the Reinventors surveyed agreed that adopting GenAI requires significant changes to their IT infrastructure.

Talent powers reinvention

While technology is certainly crucial, reinventing talent and new ways of working will ultimately transform organizations and lead to achieving national visions.

Creating a talent strategy that puts people at its core and assesses how talent needs to be better utilized in the Gen AI era, will ensure worthwhile dividends. There is today a growing need for skills-based hiring and continuous learning across all levels of the workforce -from the C-Suite down.

Change management and rethinking people value propositions are becoming a critical imperative. Integrating Agentic AI architectures to automate workflows and fast-track mundane processes could greatly enhance productivity and optimiSe efficiencies.

Responsible AI mindset

In an era where AI is both a force multiplier and a source of mounting hype, Middle Eastern organisations have a rare opportunity: to embed responsible AI practices from the ground up and build enduring trust. This means going beyond compliance – conducting regular risk assessments, enabling systemic testing, and continuously monitoring AI systems. It also requires engaging cross-disciplinary teams to assess impacts on employees, security, and evolving regulatory frameworks.

In conclusion, and amid all the excitement, it’s critical not to lose sight of reality. The AI landscape today is noisy – characterised by high spending, low returns, limited real-world impact, and even signs of cognitive fatigue. Reinvention is no longer a one-off initiative; it must become a continuous capability embedded in the organisational DNA. Like any core function, it demands dedicated teams, agile planning, and real-time data to drive meaningful outcomes.

We must learn to navigate the hype with discipline – focusing not on what’s trending, but on what truly transforms. The challenge is to identify the few breakthroughs that deliver outsized value, and help the region transition from AI adoption to AI leadership – responsibly, sustainably, and with clarity of purpose.

The writer is the Middle East Strategy & Consulting Lead, Global Public Sector Strategy Lead, Accenture.

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