Spotlight
The World Order Has Changed! Has Your Technology Governance?

When did you last see geopolitical risk appear as a named line item in your technology governance framework?” This question — posed by Subrato Basu to technology leaders across industries and geographies, and echoed in the conversations Srijith KN has tracked across the CXO community — increasingly divides its audience into two groups. The gap between them is widening, and it reveals a deeper shift: geopolitics is no longer external to technology strategy. It is now one of its defining forces.
The first group — still the majority — treats geopolitical risk as someone else’s problem. It belongs, they assume, to risk officers, government affairs teams, or the audit committee. Technology is their domain; geopolitics is noise in the background. The second group has understood something that the first has not: the boundary between geopolitical risk and technology risk no longer meaningfully exists.

This article is written for both. For the first group, it is a wake-up call — offered in the hope that it arrives before an incident makes the argument more forcibly. For the second, it is an attempt to sharpen a framework and ground it in the operational realities that boards and CXOs are navigating right now. The central argument is this: geopolitical volatility has become a direct, structural input into enterprise technology strategy. Organizations that govern for it with the rigor applied to financial or regulatory risk will be measurably more resilient, more competitive, and more trusted than those that do not.
“Geopolitical volatility is no longer background noise for technology leaders. It is a direct input variable into technology strategy, and the boards that do not govern for it are operating with a critical blind spot.“
The Assumption That Built Our Governance Frameworks Is Broken
For most of the past two decades, a workable assumption underpinned how organisations sourced, deployed, and governed technology: that the global technology ecosystem was broadly open, commercially-driven, and largely apolitical. Hardware vendors competed on specification. Cloud providers competed on price and performance. Procurement teams evaluated suppliers on technical merit. Geopolitical considerations were, at most, a due diligence footnote.
That assumption has been systematically dismantled. The deliberate weaponisation of technology — through trade restrictions, regulatory controls extended beyond national borders, state-sponsored cyber operations, and the calculated use of supply chain access as an instrument of strategic leverage — has fundamentally altered the risk calculus for any enterprise that depends on globally sourced technology infrastructure. What was once a commercially neutral procurement decision is now, in many cases, a geopolitical exposure.
This is not a temporary disruption that will normalise once a particular set of tensions eases. It reflects a durable structural shift in how major powers compete, and in how that competition is increasingly waged through, and against, the technology layer of the global economy. For enterprises operating in markets defined by proximity to active geopolitical fault lines — whether those fault lines are geographic, commercial, or digital — the consequences are not theoretical. They are already reaching enterprise cloud contracts, hardware procurement pipelines, and security operations. From our respective vantage points — practitioner and editorial — the pattern is unambiguous.
“What was once a commercially neutral procurement decision is now, in many cases, a geopolitical exposure. Governance frameworks designed for a different era are systematically unfit for this one.“
Five Fault Lines Running Through the Enterprise Technology Stack
When we map the pathways through which geopolitical volatility translates into technology operational risk, five pressure points emerge with consistency across sectors and geographies. We offer them not as a comprehensive risk register — every organisation’s exposure profile will differ by market, sector, and architecture — but as a diagnostic lens for board and CXO discussion.
a) The Cloud Compliance Trap
The hyperscalers that power the majority of enterprise digital infrastructure operate under regulatory frameworks whose reach extends well beyond their home jurisdictions. Technology access controls and compliance obligations do not stop at national borders. Enterprises with commercial relationships, supply chain connections, or infrastructure footprints that intersect with restricted or conflict-adjacent jurisdictions can find themselves subject to service reviews, contract amendments, or capability restrictions — sometimes with limited notice, and often as a downstream consequence of their vendor’s own compliance posture rather than anything the enterprise has done directly.
The trap is that this exposure is rarely visible until it activates. It can emerge through indirect supply chain adjacency, shared infrastructure configurations, or compliance flags several steps removed from the enterprise’s own operations. CIOs who have mapped their cloud footprint against potential regulatory jurisdiction risk — proactively, not reactively — hold a material governance advantage. Understanding which workloads reside on infrastructure subject to extended regulatory reach is not optional hygiene. It is foundational governance.
b) The Cyber Threat Multiplier
A consistent and well-documented pattern has been established across multiple cycles of geopolitical escalation, recorded in threat intelligence reports published by recognised international cybersecurity research organisations and government security agencies: periods of elevated inter-state tension correlate with increased state-linked cyber activity targeting financial institutions, critical infrastructure, and government-adjacent enterprises in proximate markets. This is not the authors’ independent assertion. It is an observable, documented, and reproducible pattern in the publicly available record.
The structural implication for technology leaders is clear: the cyber threat environment in markets proximate to active geopolitical fault lines is durably more elevated than in geopolitically stable ones, and that elevation intensifies when political temperature rises. The attack surface has expanded materially through the convergence of information and operational technology, the proliferation of AI-integrated workflows, and the broad adoption of connected devices. CISOs who construct their security posture reactively, in response to incidents rather than in anticipation of structural threat conditions, have fundamentally misread the governance mandate their environment demands.
c) The Supply Chain Blind Spot
Most enterprises maintain reasonable visibility into their software supply chains. Very few have equivalent clarity on the geopolitical exposure embedded in their hardware supply chains. Semiconductors, networking equipment, and industrial technology components originate from supply chains subject to trade restrictions and regulatory controls that can translate, under escalatory conditions, into sudden procurement constraints, extended lead times, or mandatory certification requirements creating material operational bottlenecks.
The organizations most exposed are those in active digital transformation or major infrastructure refresh cycles that have never stress-tested their procurement pipeline against a scenario in which specific hardware categories become unexpectedly constrained. The board-level question is not whether this will happen. It is whether, if it did, the organization would have ninety days of operational runway or ninety hours.
d)The Vendor Dependency Risk
Multi-year enterprise software commitments — ERP platforms, data infrastructure, security tooling, AI platforms — are made on the assumption of uninterrupted service from vendors operating in predictable regulatory environments. The regulatory obligations carried by enterprise software vendors headquartered across major technology jurisdictions can, under specific and not implausible circumstances, translate into licence amendments, capability restrictions, or service reviews with limited contractual notice. This risk is amplified, and actively expanding, for software incorporating AI capabilities as those capabilities attract increasing regulatory attention across multiple jurisdictions simultaneously.
Boards approving these investments are, in our view, frequently not receiving the full picture of vendor jurisdiction exposure. Requiring legal and technology leadership to jointly assess this exposure before committing to multi-year agreements is not procedural excess. In the current environment, it is a core fiduciary responsibility.
e) The Talent Dimension
The talent dimension of geopolitical risk is consistently the least visible and the most underestimated. Technology-intensive organisations in dynamic markets draw on internationally mobile specialist talent pools. Sustained geopolitical instability affects those pools in ways that are difficult to predict and slow to reverse: senior professionals reconsider relocation decisions, acquisition pipelines for specialist roles — particularly cybersecurity engineering, AI architecture, and regulatory compliance — tighten, and workforce continuity in critical functions comes under pressure at precisely the moment when those functions matter most.
Resilience against this risk requires proactive investment in local talent pipelines, structured knowledge transfer protocols for critical technology functions, and a workforce continuity discipline that treats geopolitical scenarios as first-class planning variables — not as footnotes in the HR risk register.
“The technologies most exposed to geopolitical disruption are simultaneously the most powerful instruments available to build resilience against it.“
Financial
Dhruva to Rebrand as Ryan Across the Middle East, Signaling Unified Global Brand
Dhruva will adopt the Ryan brand across the UAE and Saudi Arabia by the end of 2026, uniting the practice with Ryan’s global identity and international platform.
Dhruva, a leading tax consultancy firm in the Middle East, and Ryan, a leading global tax services and software provider, today announced that Dhruva will transition to the Ryan brand across the United Arab Emirates (UAE) and the Kingdom of Saudi Arabia. The rebranding will be completed by the end of 2026, bringing the practice under Ryan’s global identity and reinforcing its position as part of the world’s leading global-scale specialist in business tax.
The transition marks the next phase of the strategic joint venture announced in 2025 and reflects the continued integration of Dhruva’s regional capabilities with Ryan’s global platform, technology, and international resources. Clients across the Middle East will continue to benefit from the same trusted advisory teams, enhanced by access to Ryan’s worldwide expertise and service capabilities.
“The Middle East has been a strategic growth market for us for many years, and we have built a strong advisory practice founded on deep client relationships, technical excellence, and local market understanding,” said Dinesh Kanabar, Founder, Chairman, and CEO, Dhruva Advisors and Vice Chairman, Ryan.
“The transition to the Ryan brand marks a significant milestone in our journey and reflects the strength of our partnership. By combining our regional expertise with Ryan’s global scale, technology, and international capabilities, we are creating an even stronger platform to support clients across the region as they navigate an increasingly dynamic and evolving tax landscape.”
“The Middle East is one of the most important growth markets for tax advisory services globally, and we are investing in the region with a long-term view,” said Tom Shave, President of Ryan’s European and Asia-Pacific Operations. “Uniting under the Ryan brand strengthens how we serve clients across the UAE, Saudi Arabia, and Europe—bringing seamless access to our global expertise, technology, and international resources through one trusted platform. This transition marks an important milestone in our integration and reinforces our commitment to the region’s future.”
Ryan will continue to invest in its Middle East operations, expanding its team, capabilities, and regional presence across key markets, including Dubai, Abu Dhabi, and Riyadh. The practice provides comprehensive tax advisory services spanning corporate tax, value-added tax (VAT) and indirect tax, transfer pricing, mergers and acquisitions (M&A) tax structuring, research and development (R&D), and cross-border compliance.
“The response from our clients over the past year has been the clearest validation of this partnership,” said Nimish Goel, Leader, Middle East, Dhruva, a Ryan Affiliate. “From the outset, our teams have been integrating Ryan’s global capabilities in technology, specialized expertise, and best practices into the work we already lead in the region. Adopting the Ryan brand is the natural next step. It is the same people and the same trusted relationships, now carrying the name of the largest Firm in the world dedicated exclusively to business taxes.”
The rebranding will be implemented in phases during the second half of 2026, with signage, visual identity, and digital properties transitioning to the Ryan brand across the region.
Cover Story
Saudi Arabia’s tax amnesty is entering its final months
What could follow the December deadline is an assessment cycle, not a filing cycle.
By Manish Bansal, Associate Partner, Dhruva Advisors, A Ryan Affiliate, Saudi Arabia
For most of the past five years, inter-alia, one of the major topics of tax conversation in Saudi boardrooms has been e-invoicing. Are we on the Fatoora platform? Which wave are we in? Has the ERP been configured or do we go with a third-party e-invoicing solution? Will we make the deadline?
Those were the right questions for the period we have just left. They are not necessarily the right questions for the period we are entering.

On 29 June 2026, the Zakat, Tax and Customs Authority (“ZATCA”), acting on a decision of the Minister of Finance, extended the Cancellation of Fines and Exemption of Financial Penalties initiative for a further six months, running from 1 July to 31 December 2026. It covers excise tax, value added tax, real estate transaction tax, withholding tax and corporate income tax. That much has been widely reported.
Less widely noticed is a condition set out in the accompanying guideline. If the Authority extends the initiative again past December, that further extension will not reach returns that fell due after 30 June 2026.
The Authority has not simply granted more time. It has informed the market, in advance, where the relief eventually stops. Whatever is announced in December, the clean-up window for historical positions is being drawn shut. For a tax administration, that is about as clear a statement as one can give.
What the regulator already sees
The reason this matters now, rather than in some indeterminate future, is that the Authority’s information position has changed fundamentally.
Wave 24 of the e-invoicing Integration Phase closed on 30 June 2026. Announced in September 2025, it captured every taxpayer whose VAT-subject revenues exceeded SAR 375,000 in 2022, 2023 or 2024. That figure is not arbitrary: it is the mandatory VAT registration threshold. In effect, the wave brought the entire registered population into scope.
And the direction has not stopped there. On 24 July 2026 – ZATCA published the criteria for Wave 25, halving the threshold to SAR 187,500 of VAT-subject revenue in 2022, 2023, 2024 or 2025, with integration required by 1 February 2027.
Under the Integration Phase, standard business-to-business invoices are cleared by ZATCA before they reach the buyer, and simplified business-to-consumer invoices are reported within twenty-four hours. Invoices must be issued in a prescribed structured format, carrying a cryptographic stamp and a unique identifier.
The Authority is therefore no longer reliant on what appears in a filed return. It holds the underlying transactional record, in structured form, close to real time, across the whole economy.
This is the shift most finance functions have not yet absorbed. For years, the Saudi assessment process began with an information request. In an environment of structured, near-live data, it begins instead with an anomaly the system has already identified. The taxpayer’s first substantive contact with the process is not a request for documents. It is a proposition to be answered.
Key exposure areas to be mindful of
In our experience, the following key areas could be more visible and exposed to assessment risk in the Kingdom once transactional data can be cross matched against declarations.
The first is permanent establishment risk arising from project delivery. Groups routinely deploy technical staff, secondees and subcontracted specialists into Saudi projects while treating the arrangement as an offshore supply. Given that most KSA government portals are inter-linked, careful monitoring of in-Kingdom presence is critical, in particular, employees of non-resident companies undertaking fly-in/fly-out assignments in the Kingdom. It is worth noting that the current tax law has no de minimis threshold for the creation of a permanent establishment. Accordingly, even a single day of presence in the Kingdom could potentially give rise to a permanent establishment, although in practice, the ZATCA may apply a more facts-based approach when assessing whether a permanent establishment exists.
Second is related-party pricing, and here a change that took effect two years ago is still under-appreciated. Following amendments to the Transfer Pricing By-Laws, the transfer pricing provisions apply to zakat payers as well as taxpayers for financial years beginning on or after 1 January 2024, and Advance Pricing Agreements became available to both. For a Saudi family group with decades of intercompany arrangements built for operational convenience rather than for documentation, this is a material change in obligation, and one that many such groups have not yet worked through.
Lastly, needless to state that VAT audits are likely to get much more sophisticated with real time data and the data analytics and AI tools available.
What the amnesty covers, and what it does not
Many companies are counting on this window. It is worth being precise about what it covers.
The initiative covers late registration, late payment and late filing fines, penalties on the amendment or correction of a VAT return, and other financial fines imposed under Article 45 of the VAT Law, including field detection and e-invoicing violations. To benefit, a taxpayer must register where registration is required, submit the outstanding returns, and either pay the amounts due or obtain ZATCA’s approval for an instalment plan.
Two limits deserve emphasis. The initiative does not extend to penalties relating to tax evasion violations. And it operates on fines for returns falling due up to 30 June 2026.
There is also a point that no guideline states because it does not need to. The initiative waives penalties. It does not validate a technical position. A voluntary disclosure that corrects an arithmetic omission is a straightforward matter. A voluntary disclosure that reveals a contestable tax treatment is a different exercise entirely, because it puts a position on the record that will be read. The analysis must come before the filing, not after it.
Fewer than four months
For most groups, what remains to be done before 31 December is a short list. It is also, notably, not a systems exercise. The e-invoicing platforms are already built and connected. The work now is reviewing the positions those systems have been reporting all along.
Reconcile first. Take VAT/ Tax/ Zakat returns, customs declarations, withholding tax filings and audited financial statements for the open years and reconcile them against one another before ZATCA’s systems do it. Where the numbers do not tie, understand why, and document the reason contemporaneously rather than reconstructing it under assessment.
Then sort. Separate the genuine errors, which the current window is designed to resolve, from the judgement positions, which need to be assessed on their merits and defended with evidence that pre-dates the query.
Finally, treat documentation as a deliverable with a deadline. Substantiation assembled after an assessment notice arrives carries markedly less weight than substantiation prepared when the transaction occurred.
A regulator that publishes wave criteria six months ahead, that notifies taxpayers directly, that issues guidance with worked examples, and that tells the market in advance where relief will end, is behaving like the administration of a mature investment destination. That predictability is an asset for serious businesses, and it is what long-term capital looks for.
But predictability runs in both directions. The Kingdom has been clear about what it expects and when. The businesses that will move through the coming assessment cycle with least disruption are those that use the next few months to answer the questions before they are asked.
Disclaimer: This article is intended for general information only and does not constitute tax, legal, accounting or other professional advice. It reflects the tax rules in force as of the publication date, and the described regulatory landscape continues to develop. Readers should obtain professional advice appropriate to their own facts and circumstances before acting on any matter discussed.
Spotlight
HONOR Pad X9b Max Review: When a Tablet Starts Challenging Your Laptop

With a huge 13-inch display, a 10,100mAh battery and familiar Android productivity tools, HONOR’s Pad X9b Max makes a convincing case for going big, although its size brings compromises of its own.
BY Srijith KN, Senior Editor, Integrator Media
The HONOR Pad X9b Max makes its intentions clear almost immediately. With a 13-inch display, this is not a tablet designed primarily around compactness. It wants to give you enough screen to watch, browse, multitask and, increasingly, get some proper work done.

That became the most interesting part of my time with it.
Rather than approaching the Pad X9b Max purely as an entertainment device, I connected a Bluetooth keyboard and began using it for documents, browsing, ChatGPT and some of the everyday tasks I would normally reach for my laptop to handle.
The result is a tablet that gets surprisingly close to feeling like a lightweight workstation in the right circumstances, although whether you would actually leave the laptop behind is a slightly more complicated question.
A 13-inch display that makes a difference
The headline feature is undoubtedly that 13-inch LCD display.
At 2500 × 1560 resolution and with a refresh rate of up to 120Hz, there is plenty of space here for websites, documents and video. But the more important point is simply how much larger everything feels when you start working on it.
I happened to have a Huawei MatePad 11.5 alongside the HONOR during testing, and putting the two next to each other made the difference immediately apparent. The Huawei feels much more like a conventional portable tablet. The Pad X9b Max begins moving into laptop territory.
Documents have more room to breathe, websites feel less constrained and working with text is particularly pleasant. I noticed this while using ChatGPT, where longer conversations almost began to resemble working inside a document rather than interacting with a mobile application.
The 120Hz refresh rate also helps keep scrolling and general navigation fluid, while the large canvas makes multitasking considerably more attractive than it is on smaller tablets.
There is, however, an obvious trade-off.
A 13-inch tablet isn’t something I would choose specifically because I wanted the smallest device possible in my bag. The size that makes the X9b Max so appealing on a desk is also what makes smaller tablets easier to carry and use casually.
That’s the fundamental compromise here: I prefer the HONOR when I’m sitting down to work; I prefer the idea of a smaller tablet when I have to carry it.
Productivity becomes part of the proposition
Pair the Pad X9b Max with a keyboard and the large display begins making considerably more sense.

I used a Kensington Bluetooth keyboard during testing, and the combination worked well for writing, browsing and moving between applications. Microsoft Word introduced its own subscription-related complications, but that’s more a reflection of Microsoft’s software model than a limitation of HONOR’s hardware.
The wider Android ecosystem is also important. With MagicOS and access to familiar Google applications, getting my usual collection of services onto the tablet was straightforward.
My review unit comes with 4GB of RAM and 128GB of storage, so this isn’t hardware I would position as a replacement for a high-performance notebook. But for everyday productivity — web applications, writing, email, research, media and lighter multitasking — the experience makes a convincing argument for using the tablet instead of reaching for a laptop every time.
Expandable storage also gives the X9b Max additional flexibility for users carrying large collections of documents or media.

Built for entertainment too
Of course, productivity is only half the appeal of having this much screen.
The Pad X9b Max’s size makes video one of its natural strengths. HONOR has paired the display with a quad-speaker system, DTS:X Ultra and IMAX Enhanced support, reinforcing the tablet’s entertainment credentials.
And this is where having 13 inches requires considerably less justification. Video simply benefits from the additional scale, whether you’re watching from a desk, sofa or bed.
It also means the Pad X9b Max can comfortably switch roles during the day: a document and browser screen while working, followed by a sizeable personal entertainment display once the keyboard goes away.
A battery built for the bigger canvas
Powering all of this is a 10,100mAh battery, paired with support for up to 45W HONOR SuperCharge.
The large capacity makes sense considering the size and resolution of the display. More importantly, battery life is critical for a tablet being positioned as both an entertainment device and a productivity companion. Having to constantly look for a charger would undermine much of the convenience of leaving a laptop behind.
We wouldn’t reproduce HONOR’s laboratory endurance claims as our own results here; for the VAR piece, the more relevant point is that HONOR has equipped its largest screen with an appropriately substantial battery.
Verdict
The HONOR Pad X9b Max succeeds because its 13-inch display isn’t merely a specification designed to look impressive on the box. It materially changes what the tablet is good at.

There is substantially more room for documents, browsing, multitasking and content, and adding a keyboard transforms it into a surprisingly useful desk-based productivity device.
But its greatest strength also creates its biggest compromise. At this size, the X9b Max isn’t as effortless to carry around as a smaller tablet, and once you add a keyboard, you inevitably start comparing the entire setup with taking a laptop instead.
That makes the Pad X9b Max particularly appealing for someone who wants one large-screen device capable of moving between work and entertainment, rather than someone whose priority is maximum portability.
It hasn’t made my Dell redundant.
But it has made me reach for it less often, and for a tablet this size, that’s probably the more meaningful achievement.
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