Eighty six per cent of Middle Eastern companies say they already have a reinvention strategy in place and 82 per cent have accelerated their efforts over the past year, but only 9 per cent are progressing at scale, according to a new Accenture report.

The study, Building tomorrow’s economies: How generative AI will reinvent business in the Middle East, examines how organisations across the region are responding to the impact of generative AI and the broader shift toward digital competitiveness.

Accenture found that 76 per cent of business leaders believe generative AI could raise output per worker by more than 10 per cent within three years.

In Saudi Arabia, 38 per cent of working hours are considered in scope for automation or augmentation.

The report classifies companies into three groups: “Reinventors”, representing 9 per cent of organisations with a comprehensive strategy; “Transformers”, 77 per cent that have begun their reinvention journey, slightly below the global average of 81 per cent; and “Optimisers”, 14 per cent that have yet to start, above the global average of 10 per cent.

Among other findings, 81 per cent of Middle East executives expect to overhaul IT within three years, while 48 per cent say technical debt is hurting competitiveness and 44 per cent say it is hindering reinvention.

More than half, 52 per cent, cite sustainability as a key driver.

The report notes that hyperscalers such as Google, Microsoft and AWS have signed major agreements in the UAE and Saudi Arabia, accelerating regional adoption of AI infrastructure.

It highlights several developments this year, including HUMAIN, a Public Investment Fund-backed company that will manage Saudi Arabia’s AI services, data centres, cloud capabilities and Arabic LLM, and the UAE’s plan for a joint US-UAE AI campus spanning more than 10 miles in Abu Dhabi, described as the world’s largest effort of its kind.

Highlights of the Accenture report

Accenture reported a clear divide in generative AI expectations: 66 per cent of Reinventors see the technology as a source of revenue growth, compared with 34 per cent prioritising cost efficiencies.

Transformers are evenly split, while 76 per cent of Optimisers view generative AI mainly as a cost-cutting tool.

Reinventors, the report says, have achieved a 15 percentage-point premium in revenue growth and a six-point premium in profit growth since 2019. They are twice as likely as Transformers to track returns on generative AI investments and adjust priorities and 1.2 times more likely to consider significant business-model changes.

The report outlines five imperatives for reinvention with generative AI: leading with value, securing an AI-enabled digital core, reinventing talent and work models, closing the gap on responsible AI and pursuing continuous reinvention.

“The Middle East isn’t short on ambition or AI infrastructure, but too few organisations, less than 9 per cent in fact, are turning that into enterprise-wide reinvention,” said Ramez T Shehadi, Accenture’s Middle East and Africa strategy and consulting lead and global public sector strategy lead. “The real divide now isn’t between nations, it’s between institutions that scale fast and those that simply think about it.”

In a world obsessed with constant output, Dr Elie Abirached, the well-known longevity and healthy ageing strategist, Harvard Alum and creator of Limitless Human, argues that the secret to long-term performance isn’t harder work — it’s smarter recovery. His new book, also titled Limitless Human, translates elite performance principles for a broader audience, challenges conventional narratives around health, wellbeing, and executive success.

From sleep and nutrition to cognitive optimisation and periodised stress, Dr Abirached outlines how leaders and athletes alike can sustain peak function over time, proving that longevity isn’t just about adding years, but preserving quality, clarity, and resilience at every stage of life.

Here, he shares his insights on the all the key angles related to longevity, performance and recovery.

Your new book translates the principles of performance and longevity to a broader audience. What is the single most overlooked or misunderstood pillar of true longevity that you had to highlight in the book, and how does your core philosophy challenge the conventional, often simplified, narrative of health and wellbeing?

The most overlooked pillar of longevity is recovery. In a world obsessed with constant output, people forget that adaptation only happens in recovery. My book reframes longevity as the ability to sustain peak function across time, not just add years.

In the Middle East especially, where comfort has become the cultural default, I highlight the biological importance of controlled stress (heat, cold, fasting, breathwork, movement) to trigger hormesis.

My core philosophy is built around the SDRT method: ‘Strain, Defend, Recover, Thrive’. Longevity is not a supplement or a protocol. It is the intelligent alternation between stress and repair that allows the body and mind to remain adaptable.

High-achieving leaders often see sleep and recovery as a trade-off for productivity. What is the non-negotiable minimum sleep strategy you teach C-suite executives to optimise cognitive function and memory consolidation, and how do you convince them that rest is a performance accelerator, not an expense?

I tell executives that sleep is the single most powerful natural performance enhancer available today. The non-negotiable strategy is to prioritise 90-minute sleep cycles, with a minimum of five full cycles per night. Deep sleep in the early part of the night drives physical repair and hormonal balance, while REM sleep later consolidates memory and emotional regulation.

To shift their mindset, I show them data – from continuous glucose monitoring to HRV – that demonstrates how poor sleep directly lowers decision-making quality and emotional control. Once they see that rest improves revenue-driving performance metrics, they start treating it as an investment rather than downtime.

For the high-pressure environments your clients operate in, what is your most critical advice on nutritional strategy for maintaining sustained energy, focus, and resilience? Can you discuss a specific dietary element or micronutrient you find is universally lacking, or too high, among leaders and why it impairs their performance?

The most critical advice I give is to eat for stability, not stimulation. Most executives fuel themselves for short-term alertness – caffeine spikes, refined carbs, energy drinks – then crash mid-day. I teach them to stabilise glucose through protein-dominant, low-glycaemic meals supported by magnesium, omega-3s, and trace minerals.

In the GCC, I consistently see low magnesium and omega-3 levels, paired with excess refined carbohydrate intake. This combination promotes inflammation, poor sleep, and mental fatigue. Nutrition should modulate energy, not chase it.

The field of nootropics is booming. How do you help leaders navigate this complex space, and what is your current stance on the most evidence-based pharmacological or natural cognitive enhancer that offers a meaningful, sustainable boost to decision-making or stress management without compromising long-term health?

The first rule I teach is that a nootropic cannot fix a poor lifestyle. I categorise cognitive enhancers into three layers: foundational (sleep, movement, hydration), natural (adaptogens like ashwagandha, rhodiola, L-theanine), and clinical (peptides, NAD+, low-dose nootropics under medical guidance).

Among the safest and most evidence-based enhancers is L-theanine paired with caffeine, which sharpens focus without overstimulation. I also use medical-grade compounds such as Semax and Selank, which improve neuroplasticity and stress resilience. The goal is sustainability – sharper cognition today without compromising tomorrow’s brain health.

You work with both executives and elite athletes. From a longevity and anti-aging perspective, what is the key physiological or mental distinction between athletes who maintain elite output into their late 30s and 40s and those who hit a permanent performance ceiling? How do you apply this “athlete’s longevity secret” to the demands of the boardroom?

The athletes who stay elite longer understand adaptation management. They know when to push and when to recover. They use data – HRV, VO2max, sleep quality – to fine-tune intensity. The others burn out because they chase constant performance without recovery. I teach executives the same principle: the brain is another “muscle”.

The key to longevity in leadership is cyclic intensity, not chronic exertion. Schedule stress. Schedule recovery. Just like athletes, leaders must periodise their weeks for performance and restoration.

Personal wellbeing is one thing, but how does the optimisation of an executive’s health state directly translate into the success and measurable ROI of an entire organisation? What is the single most difficult habit or mindset shift you consistently encounter when translating your book’s principles into non-negotiable, daily routines for your high-achieving clients?

When leaders optimise their biology, organisations optimise their culture. Improved metabolic health, sleep, and emotional resilience lead to better strategic thinking, empathy, and energy regulation – qualities that scale down through teams. The ROI is measurable in productivity, retention, and healthcare costs.

The most difficult shift I see is breaking the belief that exhaustion equals achievement. Longevity-driven performance requires restraint, not overextension. Once executives internalise that, they lead with clarity and create sustainable success cultures rather than burnout cycles.

The Middle East is entering a defining moment in its economic history. By 2030, an estimated $1tn in GCC-controlled wealth will be passed from one generation to the next. Yet, this transition is not only about transferring capital. It represents a shift in how families across the region think about prosperity, purpose, and legacy.

In my work with families across the Gulf, I have seen how this generational shift is reshaping the very meaning of wealth. The next generation is proud of what their parents and grandparents built, but they also want to take that foundation further. While earlier generations often focused on preserving what they had created, today’s successors are looking to grow, diversify, and give back. They see wealth as a platform for progress and value creation, not just protection.

This new mindset is changing the way family enterprises and family offices operate. Many younger family members are stepping into leadership roles, while others are launching ventures of their own. Our joint survey with the Tharawat Family Business Forum found that while nearly 60 per cent of next-generation members plan to join their family enterprises, two-thirds aim to start ventures of their own, often within the broader context of their family business. The result is a delicate but healthy balance between continuity and innovation.

Families are moving away from rigid hierarchies and towards structures that value merit, communication, and shared decision-making. These changes are not simply administrative; they are cultural, redefining what collaboration means within multigenerational families.

Wealth planning extends far beyond technical solutions

As these dynamics evolve, so does the role of the wealth planner. Wealth planning today extends far beyond technical solutions. Setting up trusts, foundations, and holding structures remains important, but they must now align closely with a family’s long-term vision and values. My role often involves helping families translate their beliefs and priorities into practical governance frameworks.

When families understand both the structure and the spirit behind their plans, they build trust that lasts well beyond a single generation.

Faith and innovation also play a growing part in this transformation. Many families are exploring Shariah-compliant structures that integrate regional traditions with global best practices. The demand for these solutions continues to grow, offering families the confidence that their wealth is managed in a way that reflects both faith and foresight.

At the same time, technology has become a central tool in modern wealth management. Digital platforms allow families to monitor assets, streamline reporting, and participate more actively in governance, encouraging transparency and accountability at every level.

Equally important is the way families are redefining their role in society. Philanthropy has always been a core part of life in the Middle East, but it is becoming increasingly strategic. The younger generation focuses less on charity for its own sake and more on measurable, long-term impact.

Many families are aligning their giving with national goals such as Saudi Arabia’s Vision 2030, investing in areas like education, sustainability, and community development. This shift reflects a broader understanding of wealth as a responsibility to create lasting value beyond financial success.

At LGT, we relate deeply to this approach having managed wealth across 26 generations. That experience has taught us that continuity depends not just on financial structures, but on shared values, open communication, and a long-term perspective.

The coming decade will be one of profound change. Families across the Middle East are not only preparing for a transfer of wealth, but for a redefinition of what it means to leave a legacy. Success will depend on how effectively today’s leaders engage the next generation, share their vision, and encourage stewardship built on trust and understanding.

In the end, wealth is not only measured in what is passed down, but in how it is understood. When families take the time to communicate their values, they give future generations more than prosperity, they give them purpose.

The writer is a senior wealth planner at LGT Middle East.

Dubai set a new global benchmark in advanced transportation with the successful completion of the first-ever crewed electric vertical take-off and landing (eVTOL) aerial taxi flight between two distinct points in the UAE. The achievement, accomplished by the Roads and Transport Authority (RTA) in partnership with Joby Aviation, underscores the emirate’s accelerating ambition to become the world’s leading hub for innovative, sustainable, and future-ready mobility solutions.

The pioneering electric aerial taxi flight departed from the Dubai Jetman Helipad in Margham and landed 17 minutes later at Al Maktoum International Airport (Dubai World Central). Coinciding with the Dubai Airshow 2025, the operation also makes Joby the first company worldwide to fly a crewed eVTOL aircraft between two separate locations in the UAE, according to a WAM report. This milestone places Dubai squarely at the forefront of the race to commercialise advanced aerial mobility.

Read more-Abu Dhabi charts the skies: UAE builds global model for air taxi rules

Adding momentum to the achievement, RTA announced major progress on the infrastructure required to support aerial taxi operations. Skyports Infrastructure, a UK-based company specialising in advanced aerial mobility facilities, has completed 60 per cent of the construction of the first eVTOL vertiport in the Emirate, located near Dubai International Airport (DXB). This vertiport, which has now reached its highest structural point, is the first of its kind globally and will serve as a cornerstone of Dubai’s aerial mobility network.

The vertiport spans four floors and covers a total area of 3,100 square meters.

It includes multiple vehicle parking levels, take-off and landing pads, designated zones for charging and taxi parking, and fully air-conditioned passenger facilities. Designed to international safety standards, the vertiport is projected to handle approximately 42,000 aerial taxi landings annually and accommodate around 170,000 passengers per year. Skyports Infrastructure will lead design, construction, and operations, while RTA will govern overall system integration.

To expand this network, RTA has also signed agreements with Emaar Properties, Atlantis The Royal, and Wasl Asset Management Group to create additional vertiports embedded within their real estate developments. These strategic locations will form four interconnected hubs, shaping the launch network planned for 2026.

Dubai leadership charts a vision for the future of mobility

Mattar Al Tayer, director general and chairman of the board of executive directors of the RTA, described the successful first crewed eVTOL flight as a landmark moment in Dubai’s ongoing pursuit of transport innovation. He emphasised that the achievement reflects the forward-thinking vision of Sheikh Mohammed bin Rashid Al Maktoum, Vice President, Prime Minister, and Ruler of Dubai. Sheikh Mohammed’s goal is to position Dubai as the world’s best city in quality of life and the most prepared for the smart, sustainable mobility systems of the future.

Al Tayer further highlighted that the milestone is aligned with the directives of Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai, Deputy Prime Minister and Minister of Defence, and Chairman of the Executive Council of Dubai. Sheikh Hamdan’s focus on innovation and advanced technological adoption is central to establishing Dubai as a global leader in mobility solutions designed to serve humanity.

According to Al Tayer, Joby Aviation’s successful flight between two distinct points validates the strength of RTA’s operational framework for aerial mobility and proves the system’s readiness to operate in shared airspace. He said this accomplishment will initiate a new phase of integration between smart mobility systems across the emirate and reinforce the trust of global partners in Dubai’s regulatory and technological environment.

Infrastructure progress expands connectivity vision

In addition to the progress on the primary vertiport, Al Tayer noted the importance of the three new agreements that will further expand Dubai’s network of vertiports. He said this coordinated expansion will enable exceptional air mobility services for residents and visitors, while enhancing connectivity between business districts, key urban areas, tourist landmarks, and high-traffic zones.

He added that Dubai’s infrastructure and regulatory readiness, developed through close collaboration with the General Civil Aviation Authority (GCAA), Dubai Civil Aviation Authority (DCAA), and Dubai Air Navigation Services (DANS), make the emirate well-positioned to adopt aerial mobility technologies at scale. These collective efforts lay the foundation for the commercial launch of aerial taxi services in 2026.

The system is expected to transform travel efficiency. For example, the typical 45-minute road journey from Dubai International Airport to Palm Jumeirah could be completed in about 10 minutes via aerial taxi. Al Tayer emphasised that the new service will integrate seamlessly with current public transport modes and individual mobility solutions such as electric scooters and bicycles, delivering a smooth multimodal experience for commuters.

“RTA is steadily progressing towards the commercial launch of the aerial taxi service in 2026,” he said. “This solidifies Dubai’s position as the city of the future and a global hub for innovative and sustainable urban mobility solutions.”

Joby Aviation advances towards passenger flights in 2026

Joby Aviation founder and CEO JoeBen Bevirt praised the collaborative environment in Dubai, stating that the company is making strong progress across all aspects of its development, from flight demonstrations to infrastructure readiness. He attributed this momentum to the close cooperation between Joby, RTA, government agencies, and infrastructure partners.

Bevirt described the Dubai initiative as key to realising the broader vision of making urban air transport a part of everyday life. He said the team is “closer than ever” to enabling residents and visitors across the UAE to experience advanced aerial mobility.

Joby’s eVTOL aircraft features six rotors, four battery packs, and is capable of a range of up to 160 kilometres. With a top speed of 320 kilometres per hour, the aircraft operates on electric power and produces no harmful emissions. Its quiet operation, significantly quieter than conventional helicopters, makes it ideal for urban environments. The aerial taxi can carry four passengers along with a pilot, delivering reliable and comfortable air travel with vertical take-off and landing capabilities that reduce space requirements at stations.

Joby Aviation continues to accelerate its flight testing and operational evaluations in Dubai. Earlier testing phases took place in Margham, where the company conducted a series of crewed eVTOL flights. These tests were performed in partnership with RTA, the DCAA, GCAA, and DANS, ensuring that evaluations reflected Dubai’s unique environmental conditions.

Heat, wind, and other local climate factors remain essential variables in certifying the aircraft for regional operations. The results of these tests confirmed the aerial taxi’s performance capabilities and strengthened the roadmap for full commercial deployment.

The company has planned a regular schedule of additional trials and public demonstrations leading up to 2026, reinforcing Dubai’s ambition to be the first city globally to make advanced aerial mobility a reality.

Building the foundation for the 2026 route network

The vertiport network under construction will form the backbone of Dubai’s 2026 aerial taxi launch. In addition to the flagship vertiport near DXB, three additional vertiports will be built in partnership with major Dubai developers.

A vertiport located at the Zabeel Dubai Mall parking area, managed by Emaar Properties, will support the world’s leading shopping and entertainment destination, which attracted nearly 111 million visitors in 2024. Designed to integrate seamlessly into Dubai Mall’s high-volume traffic flow, the vertiport will provide direct links to iconic destinations such as the Burj Khalifa.

The second vertiport will be developed at Atlantis The Royal on Palm Jumeirah. Positioned at one of Dubai’s most recognisable hospitality landmarks, this location provides immediate access to beachfront destinations, restaurants, and entertainment venues in the Palm Jumeirah district.

The third vertiport will be built at the American University in Dubai parking area in Dubai Marina, under Wasl Asset Management Group. With its close proximity to Dubai Internet City and several residential and commercial zones, this vertiport will connect a major entertainment and residential hub to key economic districts.

Together, these vertiports will establish a citywide network capable of supporting fast, quiet, zero-emission aerial taxi travel, creating a foundational route map for the 2026 launch.

Dubai is a magnet for founders. Ask any entrepreneur why they chose this city, and you’ll hear the same words: opportunity, access, ambition. With its transparent regulations, world-class infrastructure, and gateway to regional markets, Dubai is built for business.

But here’s the twist: while the runway is long, many international ventures still stall before take-off. The reason? It’s not the market; it’s the model.

Vision versus structure

Founders who land in Dubai are often visionaries. They’re brilliant at spotting opportunity, building relationships, and moving fast. That energy drives market entry, but it doesn’t always sustain growth.

We’ve seen it time and again. A promising startup enters the market with momentum, only to run out of cash within 18 months due to poor forecasting. Foreign founders build strong local partnerships but get tripped up by VAT, licensing, or compliance issues.

Professional services firms launch at speed but struggle to scale because the systems they need aren’t in place. These aren’t failures of ambition — they’re failures of structure.

Dubai doesn’t reject these businesses. They arrive with vision — but without the operational backbone to support it.

In international markets, a scale-up might hire a CFO or COO early to embed financial discipline. In Dubai, however, many founders delay these hires due to the associated costs. Others try to copy-paste HQ processes — only to find they don’t translate locally.

This mismatch explains why so many international startups quietly exit the market after two or three years. They didn’t lack opportunity; they lacked the right operating model for this environment.

Enter fractional leadership

Until recently, part-time or fractional leadership wasn’t even an option in the UAE. Visa rules required full-time employment. But that changed with freelance licensing, long-term residency programmes, and the Golden Visa.

Now, founders can access senior finance, operations, or strategy professionals on a fractional basis — bringing in the expertise they need without the full-time overhead. This isn’t just cost-cutting. It’s a structural shift. It enables founders to operate as if they have a full C-suite from day one, scaling to match their growth curve.

Fractional leadership brings calm, clarity, and credibility — exactly when founders need it most.

The numbers don’t lie

According to the World Union of Arab Bankers, 94 per cent of Dubai companies are SMEs, employing 86 per cent of the private workforce. In 2024, new business licenses rose by 25 per cent, driven by tech and professional services. But survival rates lag behind ambition. A significant percentage of international entrants fold within 36 months.

The gap isn’t market access. It’s execution. And execution requires systems, not just vision.

If you’re entering Dubai — or already scaling here and scaling — don’t mistake a friendly market for guaranteed success. The UAE is uniquely welcoming to entrepreneurs, but that welcome doesn’t replace the need for strong foundations.

Fractional leadership gives founders the ability to import expertise without importing fixed costs. It’s a model that reflects Dubai itself: flexible, fast-moving, and built for growth.

Zaid Aboobaker is the founder and CEO of CompassPoint Consulting.