Global leading AI device ecosystem company HONOR today announced its participation in LEAP 2026, taking place from 31 August to 3 September in Riyadh, under the theme “Alpha Plan: From Vision to Reality.” The participation highlights HONOR’s commitment to bringing its AI ecosystem closer to families across the Kingdom and demonstrating how intelligent, connected technologies can enhance everyday experiences.

A key highlight of HONOR’s presence will be the world’s first Robot Phone, a groundbreaking AI device and a defining milestone in the HONOR Alpha Plan, representing a new step forward in the evolution of intelligent devices.

Visitors will have the opportunity to discover explore HONOR Robot Phone, discover new products, innovative technologies and immersive experiences, with HONOR’s growing ecosystem brought to life through a range of real-life scenarios that demonstrate how connected devices can work together to enhance everyday life.

As part of HONOR’s participation, HONOR Regional CMO Lei Kunming will deliver a keynote speech on the LEAP mainstage titled “HONOR Alpha Plan: From Vision to Reality,” sharing HONOR’s vision for the future of AI and how the company is working to bring its AI ecosystem into everyday life.

Discover What’s Next from HONOR

At LEAP, HONOR will showcase new products and technologies, giving visitors a first look at the latest innovations shaping the brand’s expanding ecosystem.

The HONOR booth will bring this vision to life through real-life scenarios, demonstrating how smartphones, tablets, wearables and other smart devices can work together to deliver more seamless, intelligent and connected experiences.

Beyond product showcases, visitors will also have the opportunity to explore interactive demonstrations and engagement activities, providing a closer look at HONOR’s latest technologies and the experiences they enable.

LEAP: A Global Hub for Technology and Innovation

HONOR’s participation underscores the importance of Saudi Arabia as a growing global hub for technology and digital innovation. For HONOR, LEAP provides an important platform to connect with consumers, technology enthusiasts and industry leaders while showcasing its vision for a more connected, intelligent and human-centric technology ecosystem.

As HONOR continues to expand its presence and ecosystem across the region, its return to LEAP reflects the company’s commitment to bringing meaningful innovation closer to consumers and the technology community. Through its latest technologies, connected experiences and the world’s first Robot Phone, HONOR will give visitors a closer look at how its AI ecosystem

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About HONOR      

HONOR is a global leading AI device ecosystem company. It is committed to revolutionizing human-to-device interactions to bridge the AI ecosystem with all consumers in the agentic AI era and beyond. The company endeavors to open industrial boundaries through open, seamless collaboration to co-create a value-sharing ecosystem with industry partners. With an innovative product portfolio spanning intelligent phones, AI PCs, tablets, wearables and more, HONOR aims to empower every human, enabling everyone to embrace the new intelligent world.

Redington Limited, a technology ecosystem orchestrator, today announced Global NEXT 2026, its flagship, invitation-only leadership summit, taking place from 2–4 September 2026 in Singapore.

The three-day forum will bring together approximately 400 leaders representing global technology companies, channel partners, enterprise customers, independent software vendors, innovators and policymakers from across Asia, the Middle East and Africa.

More than a technology conference, Global NEXT is designed as a working ecosystem-connecting the organisations creating breakthrough technologies with the partners who can localise and implement them, the enterprises seeking measurable outcomes, and the leaders shaping the future of high-growth markets.

The summit comes at a pivotal moment for artificial intelligence. Enterprises, SMBs and Public Sector are moving beyond experimentation and asking a more consequential question: how can AI be deployed securely, governed responsibly and scaled to deliver meaningful business, economic and societal impact?

At the centre of the programme will be the Global NEXT AI Summit, addressing sovereign AI, national technology infrastructure, data governance, cybersecurity, enterprise adoption and the partnerships required to build locally relevant technology capabilities at scale.

From Fragmented Innovation to Orchestrated Outcomes

The next phase of AI adoption will require much more than access to individual technologies. Infrastructure, cloud, data, cybersecurity, applications, skills, services, financing and implementation capabilities must work together around clearly defined outcomes.

Redington’s role as a Technology Ecosystem Orchestrator is to make those connections work-linking global innovation with local market intelligence, specialised capabilities, partner reach and execution across more than 40 markets.

V.S. Hariharan, Managing Director and Group CEO, Redington Limited, said:

“The next chapter of technology will not be shaped by one product, one platform or one company. It will be built by ecosystems.

“Customers need infrastructure, cloud, cybersecurity, software, data, skills and specialised partners to come together around the outcomes they want to achieve. Redington’s role is to orchestrate these capabilities-reducing complexity, connecting global innovation with local execution and creating a clearer path from possibility to adoption.

“This is especially important across high-growth markets, where ambition is immense but access to technology, capabilities and skills can remain fragmented. Global NEXT brings the ecosystem together to turn that ambition into secure, scalable and measurable progress.”

Participants will experience this orchestration model through technology demonstrations, enterprise use cases, leadership exchanges and visits to centres of excellence in Singapore, including the Redington AI Launchpad.

The programme will also showcase emerging technology companies and specialist ISVs across AI, cloud, cybersecurity, data infrastructure and enterprise applications. Redington’s wider ecosystem-including its AI Exchange, digital platforms, skilling capabilities and partner enablement programmes-will demonstrate how innovation can be discovered, evaluated, localised and taken to market more rapidly.

Creating New Pathways to Growth

For global technology companies, Global NEXT provides direct access to enterprise priorities, partner capability and growth opportunities across diverse markets.

For partners and ISVs, it creates pathways to new technologies, skills, use cases, customers and routes to market.

For enterprises and governments, it brings together an ecosystem through which complex technologies can be evaluated, secured, financed, implemented and scaled.

Puneet Chadha, Global Chief Marketing Officer, Redington Limited, said:

“Global NEXT is where global innovation meets local ambition. It puts the people shaping technology, building capability and solving real-world problems in the same room.

“The measure of this platform will not simply be the conversations it hosts, but the partnerships it starts, the use cases it advances and the opportunities it unlocks. We want participants to leave Singapore with more than inspiration-with new connections, actionable possibilities and a clearer path to what comes next.”

The Global NEXT programme will combine strategic conversations with practical engagement, including technology demonstrations, enterprise success stories, ecosystem panels, leadership exchanges and visits to technology centres of excellence.

Discussions will span artificial intelligence, hybrid cloud, cybersecurity, software-led business models, responsible technology adoption and the evolution of routes to market. Together, these sessions will explore how the technology industry can move from selling individual solutions to orchestrating integrated outcomes.

With operations across more than 40 markets, relationships with 450+ technology brands and a network of over 70,000 channel partners, Redington sits at the intersection of global technology innovation and local execution.

Through Global NEXT 2026, Redington aims to strengthen that intersection-creating a platform where technology providers, partners, innovators, enterprises and policymakers can collectively shape the next phase of technology adoption across Asia, the Middle East and Africa.

BY: Owais Mohammed, Regional Lead & Sales Director at WD for the Middle East, Africa, Turkey, and the Indian Subcontinent

The UAE’s ambition to become a global AI powerhouse is well established. Government investment is flowing, infrastructure is scaling, and organisations across every sector are accelerating their AI programs. But beneath the strategic announcements and the technology deployments, a fundamental question goes unanswered: is the data storage infrastructure underpinning all this built for what comes next?

For many organisations, the honest answer is: not yet. Storage is rarely the first conversation in an AI strategy discussion. It tends to be treated as a commodity decision made late in the planning cycle, long after the headline architecture choices like GPUs/CPUs have been made. That approach made sense in simpler times, but not in today’s data-driven AI economy.

The scale of what is coming

To understand why, organisations need to understand the sheer data volume that is coming their way. Global data creation is forecast to rise to 718.5 Zettabytes (ZB) through 2030 (IDC source: Market Forecast: IDC Global DataSphere Forecast, 2026-2030, June 2026, Doc #US53425426), more than tripling in five years.

AI is both a driver and a consumer of this growth. Every model trained, every inference run, every data pipeline operating continuously across a distributed architecture is generating and demanding access to data at a scale that earlier generations of infrastructure were not designed to support.

Businesses that will absorb this growth successfully are not those with the fastest individual components. They are those with architectures designed to handle volume, variety, and velocity simultaneously, at a cost that remains economically sustainable as scale increases. That is the storage strategy challenge that needs to be addressed upfront and not as an afterthought.

Why a single technology cannot solve it

A common mistake is to frame the storage decision as a technology choice: SSDs versus HDDs, flash versus spinning disk, performance versus capacity. The world’s most sophisticated storage operators, including hyperscalers and major cloud service providers, have already moved past this framing. They do not choose one technology. They deploy multiple of them, in a tiered architecture that places data on the medium best suited to its requirements.

The logic is straightforward. SSDs deliver the high IOPS and low latency that real-time, performance-critical applications demand. HDDs provide the massive capacity and cost efficiency required for the vast middle tier of active and warm data, and currently continue to represent approximately 63% of worldwide installed storage capacity through 2030. Tape generally handles archival, regulatory, and compliance workloads where retrieval times of hours or days are acceptable, representing just under 8% of worldwide installed cloud storage capacity in 2025.

These are not competing technologies. They are complementary ones, each serving a distinct purpose within a coherent architecture. The question is how each is deployed where it delivers the greatest value.

Making tiered architectures work in practice

Knowing that tiered storage is the right model and implementing it effectively are two different things. At the scale hyperscalers operate, where storage volumes are measured in hundreds of exabytes, manual allocation of data across tiers is neither practical nor efficient.  Nor can all data live on cost prohibitive flash. The mechanism that makes tiered architecture manageable is software-defined storage (SDS), which pools resources centrally and provisions capacity dynamically based on demand. Rather than pre-allocating fixed capacity to individual applications, SDS responds to where data needs to be, improving overall utilisation and reducing waste.

Together, tiered architecture and SDS provide the flexibility and economic efficiency that hyperscale environments depend on. But this model is not the exclusive preserve of the world’s largest operators. For emerging infrastructure providers, including Neoclouds that are expanding rapidly across the region, the same principles apply. Architecture decisions made today will determine whether future growth is economically sustainable or structurally constrained. The window to get this right is earlier than many organisations assume.

Innovation at the storage level

Architectural thinking also changes how storage technology itself must evolve. An organisation that understands its workloads, plans for data growth, and builds tiered infrastructure will eventually reach the limits of what current storage innovations can deliver. That is why, manufacturers like WD are approaching HDDs not only as a mature, reliable product but as a technology with significant headroom remaining to help increase capacity, lower power and cost effectively scale AI data. They are advancing recording technologies, exploring novel materials, and embedding intelligence at the drive level. The aim is not incremental improvement. It is expanding the boundary of what high-capacity storage can deliver for the architectures customers are building today and the workloads they will run tomorrow.

The leadership dimension

The organisations that navigate the AI era most effectively will not be those that simply procure the latest hardware. It will be those that understand the architectural decisions that determine long-term performance, cost and scale, ask better questions earlier in the planning process, and treat storage infrastructure strategy as a source of competitive advantage rather than a procurement exercise.

Storage sits at the foundation of every AI workload, every data pipeline, and every digital service an organisation delivers. Getting the architecture right is not a technical detail. It is a leadership decision. And in a market moving as quickly as the UAE’s, it is one that deserves to be made with the same rigour and strategic intent as any other.

This progress has not happened by chance. It is the result of a national vision that has consistently placed women’s empowerment at the heart of the UAE’s development, widely regarded as the driving force behind the advancement of Emirati women. Together, these efforts have built an ecosystem of mentorship, opportunity and structural support that allows Emirati women to move beyond simply having a seat at the table to actively influencing the direction of entire industries.

This Emirati Women’s Day, we spoke to three Emirati women who are doing exactly that, each carving out space in fields as varied as AI infrastructure, entrepreneurship and industrial sustainability. Their stories reflect not only how far the journey has come, but also a shared sense of responsibility: to keep the doors open, and to inspire the next generation of Emirati women to walk through them with confidence.

Amal Almaamari, Program Director at Core42, (a G42 Company)

The UAE has created an environment where women are encouraged to pursue ambitious careers, take on meaningful responsibilities and contribute to sectors that are shaping the country’s future. As an Emirati woman working in AI, I see this opportunity firsthand. At Core42, I am able to contribute to the infrastructure and capabilities helping organizations adopt AI securely, at scale and with greater control over their data and technology.

What is particularly inspiring is seeing Emirati women increasingly take on roles across engineering, product development, strategy and leadership. The opportunities available today allow us not only to participate in the technology sector, but to build expertise, influence decisions and contribute to the UAE’s ambitions in AI and advanced technology.

Emirati Women’s Day is a celebration of that progress and the confidence the UAE continues to place in its women. It also reminds us of our responsibility to build on these opportunities and inspire the next generation of Emirati women to see technology as a field where they can grow, lead and make a lasting impact.

Amreen Iqbal, Founder and Creative Director of Piece of You

What stands out to me about building a business here is how much the UAE actively invests in women being part of its growth story. From mentorship networks to platforms that put Emirati entrepreneurs in front of the right audiences, the opportunities aren’t hypothetical, they’re structural. Piece of You exists because I had the confidence and support to take an idea and turn it into something real. On Emirati Women’s Day, I think about how many doors have opened for women in my generation that weren’t open before, and how many more are opening for the next one.

Hamda Al Shamsi, Admin Assistant at Geocycle Waste Recycling UAE at Holcim UAE

The UAE has created an environment where women are empowered to pursue their ambitions, develop their skills, and contribute meaningfully across every sector. Today, Emirati women are building careers in fields ranging from technology and engineering to sustainability, manufacturing, energy, and leadership.

As an Emirati woman and the only woman currently working at Geocycle UAE, I have personally experienced the importance of having the opportunity to step into a technical and industrial field and prove that there is a place for women in every sector.

For me, Emirati Women’s Day is a celebration of how far we have come, but also a reminder of the opportunities ahead. The support and vision of the UAE leadership, together with the efforts of Her Highness Sheikha Fatima bint Mubarak, have helped create a generation of Emirati women who are confident to pursue their goals and make a difference. I believe the next step is to continue encouraging young Emirati women to explore fields they may not traditionally consider. When women are given the opportunity to learn, lead, and contribute, they do not only build successful careers — they help build a stronger and more sustainable future for the UAE.

Consumer broadband routers, cameras and other IoT devices are increasingly being weaponized by Turbo-Mirai class botnets capable of generating multi-terabit attacks. These outbound attacks have already caused costly service outages, reputational damage and customer loss, and damage to peering relationships risking a large increase in transit costs at service providers around the world. By detecting and mitigating malicious traffic generated by compromised device populations before it leaves their networks, service providers can reduce abuse complaints and infrastructure costs while protecting their own networks and services and helping lower subscriber churn and regulatory risk.

“The combination of higher-speed broadband connectivity and vulnerable IoT devices has been weaponized by a new class of massive DDoS botnets,” said Patrick Donegan, founder and principal analyst, HardenStance. “Source-side mitigation, or attack suppression as it’s sometimes known, is a critical part of the equation. NETSCOUT’s approach, backed by its ATLAS Intelligence Feed (AIF) and ASERT analysts, gives service providers the tools they need to detect and stop attacks before they have an impact, protecting their customers and the broader internet from the large-scale DDoS attacks we have seen.”

Using AI-powered threat intelligence and automated detection and mitigation, NETSCOUT’s ADP solution, an addition to its Arbor Sightline and Arbor Threat Mitigation System:

• Automatically detects and mitigates ever evolving attacks through dynamic detection, intelligent redirection and adaptive mitigation.
• Extends these capabilities to outbound traffic, combining enhanced, customized detection with comprehensive threat intelligence tailored for each ISP.
• Uses NETSCOUT’s proprietary AI/ML-powered DDoS detection to analyze massive volumes of outbound internet traffic to uncover attacks designed to hide within legitimate flows.
• Draws on unique global real-time intelligence of DDoS activity covering approximately half of all internet traffic to rapidly detect and mitigate DDoS attacks and pinpoint the responsible, compromised devices.

“We are extending DDoS defense from the target to the source,” stated Darren Anstee, CTO, Security, NETSCOUT. “By using our internet-scale visibility to derive localized threat intelligence for our customers, NETSCOUT can identify and precisely suppress attacks at their origin, before they cause problems locally or at their target. This capability gives our customers a new level of comprehensive defense across their peering, transit, cloud and customer edges.”

This expansion of capabilities demonstrates how NETSCOUT is applying its global threat visibility and proven ADP solution to meet emerging service provider challenges. By extending an established inbound DDoS workflow to outbound and cross-bound threats, NETSCOUT enables operators to improve network-resilience, cost-controls and revenue protection through its proven Arbor Sightline and Arbor TMS solutions.

The Forrester Wave: Microsegmentation Solutions, Q3 2026 

The report evaluated 10 microsegmentation providers against a comprehensive set of criteria covering product capabilities, strategy, innovation, and customer experience. Illumio received the highest scores possible in 10 evaluation criteria, including areas related to visualization, host-based enforcement, product security, vision, and innovation. According to the report, “Illumio excels at essential microsegmentation functions.”

“Illumio was founded on a simple belief: breaches are inevitable, but cyber disasters are not. We have been singularly focused on one objective — reducing lateral movement and attack surface, and increasing resilience in every organization,” said Andrew Rubin, CEO and Founder of Illumio. “Being named both a Leader and a Customer Favorite reflects to us the strength of our technology, vision, and even more importantly our ability to deliver real outcomes and risk reduction, which is the foundation of the trust our customers place in us every day. In the model threat world we are all now entering, defense must be coupled with resilience. Recovery is the new defense — and the new cyber.”

According to the Forrester Research report, “Organizations with large, heterogeneous environments focused on improving cyber resilience should consider Illumio.”  The report also recognized Illumio for:

• “Illumio has articulated a vision for microsegmentation as a core element of security operations.”
• “Illumio is bridging the gap between its traditional users and other parts of the security organization by delivering agents mapped to personas from other teams.”
• “Its UI provides easy access to information that supports both access control and incident response use cases.”

The recognition follows continued innovation across the Illumio Platform, including Network Posture, which helps organizations understand security posture based on real-world traffic and prioritize risk reduction efforts. These capabilities support the growing need for visibility, cyber resilience, and regulatory readiness across complex hybrid and multi-cloud environments.

Designed for operational simplicity, the Illumio Platform combines Illumio Insights and Illumio Segmentation to help organizations identify, assess, and contain cyber risk across hybrid and multi-cloud environments. Security teams can uncover high-risk exposures, visualize potential attack paths, and implement segmentation policies from a single platform to contain threats and improve cyber resilience.

The platform is trusted by some of the world’s largest organizations, including BNP Paribas, eBay, and Microsoft, the latter of which has deployed Illumio Insights and Illumio Segmentation across its entire corporate IT environment. Igor Tsyganskiy, Global CISO of Microsoft, said: “When we needed to bring these capabilities into Microsoft, Illumio was the only segmentation solution that would work at the scale of Microsoft and deliver in our environment.”

By Tejas Mehta, Senior Vice President & General Manager, Middle East & Africa at Qlik

For decades, organizations have worked to use data to make better decisions and drive better outcomes. Data has become the lifeblood of business, and AI now has the power to unlock it in new ways. With AI adoption across GCC organizations surging from 62% in 2023 to 84% in 2025, the paradigm is shifting from dashboards and visual interfaces to AI-driven experiences.

But too much data is still stuck in silos, incomplete, and inaccurate. Many analytics workflows remain manual, which slows time to value, limits insight quality, and raises costs. This challenge is visible across the GCC, where rapid digital transformation agendas are generating vast volumes of data, but organizations still struggle to unify and operationalize it effectively.

A common misstep among organizations is assuming that more AI or better models alone will solve this problem. In reality, the gap is not in intelligence, but in how data, context, and workflows are connected. Without that foundation, even the most advanced AI will fall short of delivering meaningful business impact.

But what if AI could do more of the heavy lifting, safely and reliably?

That’s the promise of agentic AI, and it’s quickly becoming reality. Agentic AI can reason through multi-step problems, adapt its approach, and engage the right capabilities to achieve a goal with minimal human involvement. Done right, it accelerates insight, lowers costs, and allows teams to focus more on running the business rather than managing manual processes.

Rethinking AI in Practice

Today, we are seeing the emergence of AI systems capable of handling structured analytics, unstructured knowledge, anomaly detection, and decision support, all within a unified experience. More importantly, these systems are becoming interoperable, allowing organizations to integrate AI into existing tools and workflows rather than replacing them entirely.

This flexibility is crucial in the GCC, where enterprises often operate across hybrid environments and must balance innovation with governance, compliance, and data sovereignty requirements.

Overall, there are effectively two entry points into this new AI paradigm:

First, embedded AI experiences within enterprise platforms are enabling faster, more contextual insights, grounded in trusted data and existing business logic.

Second, open integration layers are allowing organizations to connect AI capabilities into the assistants and environments they already use, ensuring flexibility while maintaining governance and control.

Making Data Work for AI

To move from fragmented data and isolated AI initiatives to true agentic systems, organizations need a clear operating model that connects data, insights, and action. This is where three practical priorities come into focus:

• Achieve AI: Organizations need trusted, explainable insights embedded directly into workflows, while maintaining governance and context.
• Accelerate AI: Many enterprises have already invested heavily in data models and business logic. The focus now is on building on that foundation to prove value quickly and scale efficiently.
• Adapt AI: The future will not belong to a single assistant, vendor, or ecosystem. Interoperability will define success, allowing organizations to evolve without starting over.

Across the GCC, this adaptability is especially important as governments and enterprises push for AI leadership while maintaining flexibility to adopt global innovations.

Lessons from Early Adoption

Early adopters of agentic AI are already demonstrating tangible value.

A commercial leader can ask what changed in renewals this quarter, and immediately see the drivers, segments, and recommended next steps in one place.

An operations team can move from identifying a spike in service issues to understanding where it is concentrated, what factors are correlated, and what actions to prioritize, without switching between multiple tools.

A finance team can reconcile narrative and numbers while maintaining traceability, ensuring every insight is backed by clear evidence.

These use cases are highly relevant in the GCC, where sectors such as banking, telecom, and government are under increasing pressure to deliver faster, data-driven decisions while maintaining transparency and accountability.

A Regional Perspective on What Comes Next

AI conversation is moving beyond models. The real challenge lies in making AI dependable, explainable, and useful within the flow of work.

If organizations cannot connect analytics with knowledge, they don’t have agentic AI. They simply have automation without accountability.

For the GCC, where trust, governance, and strategic national initiatives play a central role, this distinction is critical. AI must not only be powerful; it must be responsible, transparent, and aligned with long-term economic visions.

Ultimately, the opportunity is clear: organizations that can successfully unify their data, embed intelligence into everyday workflows, and enable AI to act with context and accountability will define the next era of digital leadership in the region.

Dubai, United Arab Emirates: Rentify, a cutting-edge fintech & proptech startup, announced the launch of Renewal Command Center, the third specialised AI agent within Earn AI, its AI-native operating system for rental operations.

Today, Earn AI supports property portfolios representing more than AED 22 billion (USD 6 billion) in real estate assets and over AED 1.3 billion in annual rental value, demonstrating how some of the region’s largest property portfolios are already adopting AI-native rental operations.

Unlike traditional software that only records information, Earn AI detects what needs attention, prepares the required work and coordinates execution. Property managers can upload spreadsheets, lease agreements and fragmented portfolio information and see it transformed into a live, structured portfolio view in under 60 seconds.

Each specialised Earn AI agent has a clearly defined responsibility while operating within approval workflows that ensure property managers remain in complete control of every important decision.

Nearly 80% residential tenants renew their tenancy agreements each year, making renewals one of the largest recurring operational responsibilities for property managers. Across the real estate industry in the UAE, experienced property managers are expected to oversee larger portfolios while managing renewals, collections, tenant onboarding, documentation, compliance and financial coordination across multiple disconnected systems. As portfolios grow, operational work grows faster than teams.

Through Rentify’s product Rent Shield in partnership with YallaCompare, landlords and tenants can seamlessly access rental insurance during the renewal process. Integration with Spare, a leading open finance provider, enables Open Finance-powered affordability assessments and Pay-by-Bank payment orchestration that supports Rentify’s existing digital payment infrastructure. The platform will also make rent renewal seamless with embedded financial services.

Rajneel Kumar, Co-founder, Rentify, said, “We built Earn AI around a simple idea that technology should handle the operational heavy lifting so property managers can focus on outcomes for landlords and tenants. For decades, the only way to scale was to hire more people, but AI changes that. Renewal Command Center takes that idea into one of the most repetitive workflows in property management, connecting renewals, tenant intelligence, Open Banking, embedded insurance and payments in a single flow, with every critical decision still made by a person.”

Rashed Hareb, Co-founder & CEO, Rentify, said, “Property managers don’t need more dashboards. They need greater operational capacity. Over the next decade, every major operational function  within the property management business will gain a specialised AI counterpart. Our role is to build an operating system that enables those teams to work together seamlessly.”

Rentify believes the future of property management is not about replacing people with artificial intelligence. It is about giving every property manager a specialised AI workforce that quietly handles repetitive operational work, allowing people to focus on relationships, judgement and portfolio growth.

Alteryx, Inc., an AI-ready data and analytics company, today released its “2026 IT Leader Research: The State of AI Ownership, Agents, and ROI” report, revealing that organizations are entering a new phase of AI maturity where success is no longer defined by AI adoption alone, but by the ability to translate AI investment into measurable business outcomes.

Among 1,400 IT leaders surveyed globally, 80% expect AI spending to increase over the next two years, while 69% report moderate or significant ROI from their AI investments. Yet despite growing investment and early returns, more than half (53%) say their organization struggles to translate business context into AI systems and workflows. At the same time, 77% agree business context is critical to producing accurate and relevant AI outputs, underscoring a widening gap between AI ambition and operational readiness.

Key Findings at a Glance:

• 80% of organizations expect AI spending to increase over the next two years.
• 69% report moderate or significant ROI from their AI investments.
• 93% of IT leaders are confident agentic AI could deliver measurable ROI for their enterprise within the next two years.
• 77% agree business context is critical to accurate, relevant AI outputs.
• 53% say their organization struggles to translate business context into AI systems and workflows.
• Only 18% of organizations have achieved fully self-service access to cloud data for business users.

AI Investment Is Accelerating. Expectations Are Rising Even Faster.

AI investment continues to accelerate as organizations move beyond experimentation toward enterprise-scale deployment. Eighty percent of organizations expect AI spending to increase over the next two years across infrastructure, workflow automation, data platforms, and governance.

With that investment comes greater accountability. Technology leaders are increasingly measuring AI success through productivity improvements (53%), cost reduction (45%), and revenue growth or broader business impact (39%). More than one-third (35%) say the ability to measure AI ROI will be one of the capabilities that most distinguishes technology leaders from their peers.

The findings suggest AI has entered a new phase where organizations are no longer asking whether AI works. They are asking whether it consistently delivers measurable business value.

Business Context Is Emerging as a Barrier to Enterprise AI

As AI becomes embedded in everyday business processes, organizations are discovering that models alone are not enough. According to the research, 77% of IT leaders agree that business context, including the rules, definitions, and operational knowledge that shape how their organizations operate, is essential for producing accurate and relevant AI outputs. Yet more than half (53%) say their organization struggles to translate that business context into the systems and workflows AI depends on.

The challenge isn’t simply giving AI more data. It’s giving AI the business logic that tells it how the business actually works. While AI can analyze information and generate responses, it cannot consistently apply company-specific rules, policies, thresholds, and decision criteria unless that knowledge is built into the workflows it uses to make decisions.

Much of that business logic still lives in spreadsheets, macros, documentation, email threads, and the expertise of the people closest to the work. A financial forecast depends on assumptions. A tax process depends on rules and exceptions. A supply chain decision depends on inventory thresholds and timing. AI should be grounded in the rules and logic the business already trusts.

“Our research highlights a growing gap between AI ambition and enterprise-scale execution,” said Andy MacMillan, CEO of Alteryx. “Organizations have proven they’re willing to invest in AI, and many are already seeing returns. But scaling AI requires more than better models. It requires making the business knowledge people use every day available to the systems making decisions.”

Limited Data Access Continues to Slow AI Adoption

Despite years of investment in data democratization, only 18% of organizations report that business users have fully self-service access to cloud data. Most organizations continue to rely on IT or data teams for routine data access and analytics, with 38% describing a mixed model and 15% saying business users remain largely dependent on technical teams.

The findings suggest this dependency extends beyond productivity. The employees with the deepest understanding of how the business operates are often the same people waiting on IT to access the data needed to build, validate, and improve AI workflows. That disconnect makes it more difficult to embed business context into enterprise AI systems, limiting AI’s ability to generate meaningful business outcomes.

Enterprise AI Works Best When IT and the Business Work Together

The research also points to a growing consensus that AI performs best when technical expertise and business expertise work together. Two-thirds of technology leaders say AI and agent-based systems are most productive when managed within the line of business. Additionally, 71% believe AI initiatives are most successful when IT and business teams collaborate closely.

This sentiment correlates with past Alteryx research. Yet, strategy (37%) and delivery (38%) remain concentrated within IT, while business teams are most often responsible for defining requirements (30%). That disconnect between where business knowledge resides and where AI systems are built continues to slow enterprise AI adoption.

MacMillan concluded, “The organizations creating lasting value from AI will be the ones that operationalize their business logic so it becomes visible, governed, repeatable, and ready for AI.”

To learn more and explore the full findings, download the “2026 IT Leader Research: The State of AI Ownership, Agents, and ROI” report.

By Jürgen Salenbacher, Creative Leadership & Personal Brand Strategist, Founder of CPB-Lab. 

Consider a family-owned retail group in Dubai, third generation, four hundred staff, twenty-two stores. Its marketing director resigns. The instinct built over fifty years is to replace her: post the role, run a six-month search, pay a full package. Instead the board hires a chief marketing officer for nine days a month, who also works with a logistics scale-up in Riyadh and a hospitality brand in Doha. Twenty years ago that would have signalled a business in trouble. Today it signals a business paying attention.

Fractional leadership, meaning chief marketing, financial and technology officers holding part-time mandates across several companies at once, has moved from the start-up margins into the mainstream of the Gulf economy. Interim and fractional C-suite engagements have risen sharply worldwide since 2021. The UAE now counts more than 1.4 million registered companies, a quarter of a million added last year alone, and nine in ten GCC organisations reported a skills gap in 2025. The model is what happens when demand for judgement outruns the supply of executives who have done the job before.

Artificial intelligence is the accelerant. There is an old cartoon about the company of the future: a man, a machine and a dog, where the man feeds the dog and the dog makes sure the man doesn’t touch the machine. That is not what has happened. AI has not deleted the marketing department. It has collapsed the execution layer between a decision and its consequence.

Take that retail group. A full-year media plan across six markets in Arabic and English used to occupy four people for three weeks. A competent strategist now produces a defensible first version in an afternoon, with scenario models at three budget levels attached. The scarce thing is no longer the work. It is knowing that the real question was never the media plan, but whether the group should be defending its hypermarket position at all. That judgement takes twenty years to acquire and about four hours a week to apply. A region that appointed the world’s first minister of state for artificial intelligence in 2017 is feeling this shift faster than most boards have adjusted for.

The case in favour is strong. Cost is the obvious argument: senior expertise without the salary, bonus, visa and gratuity of a full package. Speed is the better one. A mid-market logistics company facing a funding round and a tax filing in the same quarter does not need a permanent CFO. It needs someone who has closed eleven rounds, embedded within three weeks for ninety days, who leaves behind a data room and a finance manager able to maintain it. Breadth matters too, since an executive advising four companies across three sectors carries pattern recognition no single-employer colleague can match. And the mandate is honest. Reid Hoffman described careers as a series of tours of duty, time-bound alliances built on ethics rather than the fiction of permanence. Both sides know the brief, and both know when it ends.

The case against deserves equal weight, and it matters more here than in most markets. Attention is divided by design. When a distribution partner walks away on a Tuesday, or a product recall lands, the fractional leader is on a call with another client. Accountability blurs, since an executive with three other mandates absorbs only a fraction of the consequence when a strategy fails. And knowledge leaves on the last day. The most common failure is not a bad strategy but an excellent one: a brilliant repositioning handed to three people who were never taught to run it, quietly abandoned by the following spring.

Then there is the deeper problem. Culture is the bridge between strategy and implementation, and culture is biological, growing at the pace of a tree rather than a quarter. Entropy is real: an ordered system left without energy drifts towards disorder. Trust cannot be installed part-time and left to hold while the installer is elsewhere. The word “company” comes from the Latin companio, one who eats bread with you. The majlis makes the same point without the etymology. In a family business here, an executive who appears for nine days and never sits at the table will find his recommendations politely received and quietly ignored, whatever his record elsewhere.

So the model works only under conditions. The first is that the fractional leader arrives to facilitate rather than instruct. Consulting is not the way forward, facilitating collective learning is. A CFO who instructs leaves a slide deck and a hole. One who facilitates spends the ninety days turning the finance manager into someone who no longer needs him. Instead of authority, inspiration. Instead of hierarchy, collaboration. Instead of delegation, participation.

The second condition is character, in four parts. Substance: genuine expertise, not a LinkedIn headline. Style: clarity in how a leader communicates and shows up. Conviction: a world view worth being held to. Grace: the elegance to enter someone else’s culture as a guest rather than an occupier.

The reality of tomorrow is not fewer leaders. It is leaders held differently, by invitation rather than org chart, by contribution rather than title. The movement runs from dependency, through independency, into an age of interdependency, and the fractional C-suite is an early expression of it.

Organisations want to work with the machines, not for them. The ones that remember the difference will attract the people worth having.