Chief information officers across the globe are increasingly adopting low-code platforms to accelerate application development, according to Kissflow’s 2025 CIO Low-Code Strategy Pulse Report, with 86 per cent of CIOs now considering them essential to their technology strategy.

The report highlights a growing reliance on AI to further boost development speed and scale, as businesses face talent shortages and mounting IT backlogs. Over half of CIOs surveyed (55 per cent) said AI will dramatically increase the number of applications developed.

The research also points to a rise in citizen development, with departments such as operations (33 per cent), finance (25 per cent) and human resources (23 per cent) creating their own applications with minimal IT support. This trend reflects a shift toward decentralised, business-led innovation.

Cost efficiency remains a key metric, with 57 per cent of CIOs measuring low-code platform impact through reduced development costs. AI capabilities were ranked the most important differentiator when selecting platforms (34 per cent), ahead of total cost of ownership and system integration features.

“The data makes one thing clear: the traditional, IT-only model for application development can no longer keep pace with business demands,” said Prasanna Rajendran, VP at Kissflow. “In the Middle East, we see this trend amplified by rapid digital transformation across sectors such as government, finance and energy. CIOs here are looking for ways to scale innovation without adding to IT complexity or cost.

“Low-code and AI-enabled platforms are giving enterprises the ability to address application backlogs, modernise legacy systems, and empower business users, all while maintaining governance and security.”

Executive pressure (27 per cent) and overwhelming application backlogs (26 per cent) were cited as top drivers behind low-code adoption.

Primary use cases included internal tool development such as workflows and approvals (71 per cent), legacy system modernisation (48 per cent) and expanding ERP or CRM functionality (45 per cent).

Low-code adoption in the MEA region

In the Middle East and Africa (MEA) region, low-code adoption is rising sharply, particularly in government, banking, financial services, insurance and energy sectors, where agility and regulatory compliance are critical.

AI integration enables faster application delivery across distributed teams, although governance and integration remain barriers to scaling in regulated industries.

“With AI and low-code, regional enterprises can leapfrog traditional development bottlenecks and empower business teams to innovate securely,” said Suresh Sambandam, CEO of Kissflow.

Kissflow, founded in 2004, is a low-code/no-code platform enabling non-technical process owners, known as citizen developers, to automate workflows and processes.

Global brands including Pepsi, McDermott and Motorola Solutions rely on the platform, which has been recognised as an industry leader by Gartner, Forrester and G2.

Read: Building trust in AI — The UAE’s journey to a digital cognitive future

The UAE has firmly established itself as one of the world’s most dynamic retail destinations, drawing strength from its multicultural demographic, ambitious mall developments, and appetite for luxury. Yet, as competition intensifies and consumer behavior shifts, retail leaders are increasingly asking: how can the UAE take lessons from the world’s largest retail powerhouse—China—to remain agile and future-proof?

Silvia Coleman, vice president of Thought Leadership at CXG, believes there are valuable parallels. Drawing on findings from CXG’s report, Understanding Chinese Luxury Customers’ Sentiment in 2025, she highlights strategies that could help UAE retailers balance short-term pressures with long-term competitiveness.

From volume to value-driven retail

Chinese consumers are becoming more cautious with their spending, driven by economic uncertainty and a focus on long-term security. Coleman notes that UAE retailers need to respond by moving away from volume-driven models.

“The adaptation for UAE brands should consist of shifting from volume-driven to value-driven strategies,” she explains. “One way to do so could include implementing flexible purchasing models, like layaway programs or membership tiers, that respect consumers’ financial prudence while maintaining desirability. Also, demonstrating clear value through storytelling, rather than pushing frequent purchases.”

China’s retail market shows that wellness and lifestyle are increasingly central to purchase decisions. For the UAE, a country already positioning itself as a global wellness tourism hub, this presents an opportunity to evolve retail ecosystems beyond transactional experiences.

“The lesson here for UAE retailers is to create holistic lifestyle ecosystems, beyond simply adding wellness products,” says Coleman. Fashion retailers could partner with fitness experts, while beauty brands might integrate comprehensive wellness consultations, creating spaces where wellness and retail seamlessly intersect.

Managing pricing and consumer trust

With 50 per cent of Chinese luxury consumers deterred from frequent purchases because of price increases, UAE retailers must rethink how value is communicated. Coleman suggests creating “sophisticated pricing narratives, focusing on cost-per-use and investment value” while differentiating product tiers through transparency and cultural storytelling.

This strategy becomes particularly relevant in a price-sensitive but brand-conscious UAE market, where consumers value exclusivity but also want clear justification for premium pricing.

The Chinese market has seen nearly half of luxury buyers turn to dupes. Coleman believes this trend is a warning sign for UAE brands. “The 48 per cent dupe adoption rate requires proactive defense through emotional brand connections that transcend product features,” she notes.

For UAE brands, that means doubling down on brand integrity through authentication programs, exclusive experiences, and curated communities that offer intangible value no imitation can replicate.

Gen Z and the experience economy

Gen Z in China is spending more on experiences than on physical products, a trend Coleman sees resonating in the UAE. With the country’s strong technology infrastructure, she argues, retailers should pivot toward immersive experiences.

“This could entail workshops, masterclasses, and exclusive events,” she says. “The UAE’s tech infrastructure could be leveraged for AR/VR experiences and virtual consultations that make every interaction feel privileged rather than transactional.”

Luxury travel has emerged as one of the fastest-growing consumer categories in China, and Coleman sees strong parallels for the UAE. “Luxury travel presents the strongest opportunity, given the UAE’s position as a global transit hub,” she says.

Retailers can build synergies with hospitality partners, offer lifestyle products that enhance travel, and even create “travel concierge” services that tap into the UAE’s cultural diversity.

Read: Dubai Holding Asset Management launches ‘Dubai Retail’ as unified brand

In both China and the UAE, watches and jewelry are highly favored as investment purchases. To meet this demand, Coleman recommends UAE brands focus on craftsmanship education, personalisation, and advisory-led services that reinforce the long-term value of these products.

Perhaps the strongest lesson from China is the speed at which retailers adapt. Coleman notes that Chinese brands thrive on rapid iteration—testing concepts via pop-ups and smaller activations before scaling. UAE brands, she argues, should adopt similar agility through shorter review cycles and more experimentation.

China has shown that different customer groups require different strategies, and Coleman believes the UAE can apply this learning in its multicultural context. “In the UAE’s multicultural context, brands should understand how different communities interact with luxury, creating tailored approaches while maintaining brand coherence,” she says.

The long-term view: building authentic connections

For Coleman, the key takeaway is that UAE retail leaders must focus on relationships rather than transactions. “The critical insight is that most luxury consumers likely plan to resume luxury purchasing when conditions improve, but selectively,” she emphasises.

By investing in customer relationships during challenging periods, UAE retailers will be best placed to capture disproportionate growth during recovery.

“The overarching theme from China’s market is the shift toward strategic, relationship-focused luxury consumption,” she concludes. “UAE brands must recognise that consumers increasingly view luxury purchases as investments in their future selves… Success requires moving beyond traditional retail models to becoming trusted partners in customers’ lifestyle and personal development journeys.”

Nearly two in three people in the UAEs now prefer sending remittances through digital applications rather than physical locations, according to a new report by Visa.

The findings, released on Wednesday as part of Visa’s Money Travels: 2025 Digital Remittances Adoption Report, show that 50 per vent of respondents cited ease of use as a reason for adopting digital apps, while 46 per cent pointed to safety, privacy and faster transactions.

The UAE is the world’s third-largest sender of remittances

Remittances remain central to how people in the UAE support families abroad, with 49 per cent sending money for humanitarian or family needs, 48 per cent providing regular support for loved ones and 42 per cent covering unexpected expenses. Some 95 per cent of respondents said they send remittances at least once a year.

The UAE is the world’s third-largest sender of remittances, with transaction values projected to grow at an annual rate of 16.91 per cent to reach $6.59bn by 2030, according to Statista.

Despite growing digital adoption, high fees remain a sticking point, with 32 per cent of respondents citing them as a pain point when sending money and 27 per cent when receiving.

“For people in the UAE, digital payments are increasingly central to how they provide support to their families and communities around the world,” said Salima Gutieva, Visa’s VP and country manager for the UAE.

“As one of the world’s largest remittance hubs, the UAE plays a critical role in enabling these flows, and Visa is bringing new ways – in partnership with our clients – to meet the local demand for simpler, faster and more secure ways to transfer money internationally.”

Visa said it is working with financial institution partners in the UAE to expand international money transfer options. Its Visa Direct service enables real-time transfers to eligible cards, bank accounts and digital wallets globally.

The company recently launched Visa+, which allows international transfers using just a mobile number.

Saudi remittance trends

In Saudi Arabia, Visa’s research found that 59 per cent of people now prefer sending money through digital applications, with safety, privacy and speed cited by 47 per cent of respondents, followed by ease of use at 43 per cent.

Confidence in digital channels is growing, with 43 per cent saying peace of mind is a reason they use apps, up six points from 2024.

The survey showed 93 per cent of respondents send money at least once a year, while expatriate remittances from the kingdom reached SR144bn in 2024, the highest level since 2021.

High costs remain a challenge, with 29 per cent citing fees as a barrier when sending money and 33 per cent when receiving.

The survey, conducted by Visa and Morning Consult between January 2-30, 2025, gathered responses from nearly 44,000 remittance senders and receivers across 20 countries, including the Middle East.

Sheikh Ahmed bin Saeed Al Maktoum, chairman of the Dubai Health Board of Directors, on Wednesday officially inaugurated Dubai Health’s Center for Innovation and Technology, a facility designed to combine clinical expertise, research and technology to advance healthcare.

The inauguration took place during a Dubai Health Board meeting chaired by Sheikh Ahmed and attended by members including Dr Raja Easa Al Gurg, Abdulla Abdul Rahman Al Shaibani, Professor Sir Ian Andrew Greer, Walid Saeed Al Awadhi, Mohammed Hassan Al Shehhi, and Dr Amer Sharif, CEO of Dubai Health.

Sheikh Ahmed conveyed his appreciation to Professor Alawi Alsheikh-Ali, director general of the Dubai Health Authority, for his contributions to laying the foundation for Dubai’s first academic health system.

Board members also reviewed projects aimed at enhancing patient care.

New centre at Dubai Health positioned as a strategic platfom

“We are progressing steadily toward a future where innovation and advanced technology are at the core of healthcare delivery,” Sheikh Ahmed said. “The Center for Innovation and Technology at Dubai Health serves as a strategic platform that brings together expertise, talent, and forward-thinking ideas to develop solutions that make a real difference in people’s health.”

Sheikh Ahmed also honoured Dr Raja Easa Al Gurg and Dr Amina Al Rostamani for their contributions to establishing the center.

The Dhs10m centre was established through contributions from the Easa Saleh Al Gurg Charity Foundation and the AW Rostamani Group, channelled via Al Jalila Foundation.

Its launch coincides with WHX Tech 2025, a global health technology exhibition in Dubai, where new collaborations with partners including Dubai Future Foundation, Siemens Healthineers and Huawei will be announced.

The centre eatures labs focused on extended reality, brain interfaces, robotics, sensors, artificial intelligence, and user experience, alongside a Technology Transfer Office to support intellectual property and partnerships.

Dr Yacine Hadjiat, Director of the centre, said it was designed “to inspire bold thinking, foster collaboration, and accelerate discoveries that ultimately serve patients and improve lives.”

Dubai’s Knowledge and Human Development Authority (KHDA) has introduced two new technical guides aimed at improving staffing practices across the emirate’s private education sector, strengthening accountability, transparency, and teacher quality.

The Technical Guide for Appointing Teaching Staff in Private Schools in Dubai and the Staff Deregistration Technical Guide are designed to ensure every learner is supported by professionals who uphold standards of integrity, professionalism, and cultural respect.

The policies align with the emirate’s Education 33 (E33) Strategy, particularly its Doing Great, FlexiReg Framework, and All Rise game changers, which place student wellbeing and educational quality at the centre of transformation in Dubai’s private education sector.

“Empowering educators is central to the success of our Education 33 Strategy,” said Dr Amna Almaazmi, CEO of Growth and Human Development at KHDA. “These new guidelines represent a major step toward creating a stable and supportive environment for teachers and school communities, while ensuring all educators meet consistent, high-quality standards.”

Appointment guide

The appointment guide applies to all private schools in Dubai and is effective immediately for new and transferring teachers.

Key measures include:

Qualification standards: New teachers must meet KHDA-approved requirements, including teachers of Arabic and Islamic Studies. Existing staff have until September 2028, or April 2029 for April-start schools, to comply.

Mandatory appointment notices: Required for every teacher and leader, replacing KHDA’s previous appointment letter.

90-day rule: Teachers who resign mid-term must wait 90 days before taking a new role, unless they complete their notice at the end of a term or semester.

Exit surveys: Required for all departing staff, to help track turnover trends.

Training and conduct: Induction training on safeguarding, inclusion, UAE values, and professional ethics, plus a signed Code of Conduct, is mandatory.

Deregistration policy

The Staff Deregistration Technical Guide sets out how schools should respond to misconduct and applies across all KHDA-regulated private education institutions, including early childhood centres, universities, technical institutes, and vocational centres.

Deregistration is the formal process by which KHDA prohibits an individual from working in any KHDA-regulated institution.

Criminal convictions, child protection breaches, or gross professional misconduct can lead to immediate termination.

Other behaviours such as inappropriate social media use, repeated dishonesty, or culturally insensitive actions may also result in deregistration if severe or recurring.

Regular training on ethics, professional conduct, and safeguarding is expected of all staff.

Both guides are available on the KHDA website, with briefing sessions planned for educators, HR professionals, and governing boards.

Read: Dubai’s higher education sector sees nearly 20% rise in enrollment