As goes the popular quote, ‘The first casualty of war is the truth’.

In today’s hyper-connected world, that reality is no longer confined to battlefields or state propaganda; it plays out in real time across social media feeds, internal messaging platforms, and corporate decision rooms.

As geopolitical tensions escalate, misinformation is emerging as a critical business risk, shaping decisions that directly impact employee safety, operational continuity, and corporate reputation.

According to Michael Tutte, regional security manager, Middle East at International SOS, crises create the ideal conditions for false information to spread rapidly.

“Periods of geopolitical tension create a perfect environment for misinformation to spread due to our human instincts that seek immediate, and simple answers,” he says. “When the world feels unstable… we fear that waiting for all the facts before acting could be fatal.”

This instinctive response lowers the threshold for believing and sharing unverified information, particularly when it is urgent, dramatic, or appears exclusive. At the same time, accurate information struggles to keep pace.

“Verified journalism requires resources like cross-referencing and editorial oversight… which makes the truth inherently slow. In contrast, misinformation can be alarmist… and does not involve any verification effort,” Tutte explains.

From digital rumour to operational risk

The real danger lies not in misinformation itself, but in how it influences behaviour.

“The primary risk arises from the influence this information may have on human behaviour,” Tutte says. “Acting upon misinformation could lead to unsafe decision-making that is driven by panic.”

For organisations, this can translate into premature shutdowns, unnecessary evacuations, or missed responses to genuine threats.

“During an escalation… crisis management teams need to make decisions based on limited information,” he notes. “If such decisions are based on misinformation, organisations may face severe financial or even reputational consequences.”

In extreme cases, failure to act on accurate information—due to reliance on misleading narratives—can expose companies to legal risks and endanger employees.

The rise of social media as a primary information source has further complicated the landscape.

“Another key corporate risk of misinformation is the infiltration of corporate networks,” Tutte says, highlighting how unverified information can quickly spread internally if not addressed.

Without clear guidance, employees may act independently, leading to fragmented responses and loss of organisational control. Recognising misinformation is therefore critical. Tutte points to emotionally charged messaging as a key warning sign.

“Messages that are designed to trigger a panic response… are big red flags,” he says, noting that urgency-driven language is often used to bypass critical thinking.

Equally, information that cannot be independently verified should be treated with caution. “Big events… that can’t be verified by other sources… but are only being reported by one random social media account… is almost certainly fabricated information,” he adds.

To mitigate these risks, organisations are increasingly formalising how information is validated and shared. “A key framework is the establishment of a single, trusted information funnel,” Tutte explains. This involves defining authorised sources and assigning responsibility for verification.

Crucially, decisions must be anchored in measurable, verifiable triggers rather than assumptions. “Actions should be based on verified and quantifiable triggers, not on assumptions or emotions,” he says.

For example, instead of reacting to social media claims about airport closures, organisations should rely on official aviation notices or confirmed airline actions before making operational decisions.

Communication as a stabiliser

In uncertain environments, internal communication becomes a critical line of defence.

“Going silent creates a vacuum that can be filled with rumours,” Tutte warns. Regular updates—even when there is no change—help maintain trust and prevent misinformation from spreading.

“Organisations must communicate this… ‘No change in posture, monitoring continues’,” he says.

Transparency is equally important. Sharing what is known, what is unverified, and what is under investigation builds credibility and keeps employees aligned.

An effective strategy, Tutte adds, should focus on clarity and action. “If the communication focuses on what has changed, what remains static and what actions are required… it avoids information vacuums.”

While organisations are increasingly adopting AI and intelligence tools to monitor information flows, Tutte stresses that technology is only part of the solution.

“There is a wide range of Open-Source Intelligence tools and mass notification platforms… however, the effectiveness of these tools… depends on how they are used,” he says.

AI can help detect misinformation patterns and synthetic content, but human oversight remains essential. “Technology can support, but it cannot replace the operational process for information filtering and mass communication,” he adds. “They cannot act as an autopilot.”

As misinformation grows more sophisticated, organisations are being forced to rethink its role within broader risk frameworks.

“The first step is to recognise that misinformation can be a vulnerability to operations rather than just a communication issue,” Tutte says.

This shift requires structured processes, leadership training, and a disciplined approach to evaluating information sources and impact.

Ultimately, the goal is not to control information—but to manage its consequences.

“Managing information is not about controlling the news but about protecting employees in case there is a threat,” Tutte says.

A new 40+ storey twin-tower residential project overlooking Dubai’s Umm Suqeim Street is being handed over six months ahead of schedule, setting a potential benchmark in the emirate’s fast-moving property market.

HRE Development has commenced handovers at its flagship Skyhills Residences 1 in Dubai Science Park, marking both an early delivery milestone and the company’s first residential project as a developer.

The announcement was made at an event on Monday under the patronage and in the presence of HH Sheikh Hasher bin Maktoum bin Juma Al Maktoum.

The early delivery is notable given HRE’s evolution. Originally established as a construction company, the firm has spent more than two decades delivering over 200 projects across the UAE, providing homes for more than 12,000 families. It transitioned into real estate development several years ago, leveraging its in-house construction arm to maintain tighter control over quality, timelines and execution.

That vertically integrated model appears to be delivering results. Skyhills Residences 1, a twin-tower scheme rising above 40 storeys, has been completed ahead of schedule.

Mohamed Adib Hijazi, chairman of HRE Development, said the milestone reflects a broader ambition.

“This milestone is not only about delivering ahead of schedule, it reflects the standard we are building as a company,” he said.

“At HRE, every decision — from planning to material selection to execution — is made with long-term performance in mind.”

Located in Dubai Science Park, the development sits directly on Umm Suqeim Street, with connectivity to Al Khail Road and Sheikh Mohammed Bin Zayed Road, placing it within one of Dubai’s more accessible and evolving residential corridors.

Its proximity to Dubai Hills and planned metro links is expected to support long-term value, while the project is being delivered fully furnished.

The completion comes as HRE Development builds out its development pipeline, with future projects including Sakura Gardens in Falcon City, Dubailand.

In the battle for viewers, Paramount Skydance is targeting the smallest of screens – mobile phones.

A version of the Paramount+ app, now available to Apple iPhone users, highlights short videos that users can quickly scroll through, including sports highlights, CBS News segments, UFC clips and trailers for movies and shows, according to two people with knowledge of the initiative.

Paramount hopes users will develop the habit of opening the app several times a day – as they already do with TikTok or Instagram. That increased engagement could justify new features such as real-time statistics during “UFC Fight Night” matches and UFC Numbered Events, or interactive elements, the sources said.

A Paramount spokesperson declined to comment.

Paramount still has significant ground to cover. In the first quarter of this year, it accounted for 2 per cent of global streaming on apps, the last of the pack behind market leader Netflix and rivals including HBO Max and Peacock, according to Sensor Tower data. Combining HBO Max and Paramount+, following the planned acquisition of Warner Bros Discovery, would make it the fourth-largest streaming app.

Google’s YouTube dwarfs Paramount+ in user numbers, with 59 times as many users, according to mobile app measurement firm Apptopia.

Industry executives say Paramount may seek to attract new users by working with digital influencers or introducing micro dramas – minute-long clips that together form a feature-length story.

Rival streaming services have also borrowed features from social media to expand their offerings.

Netflix is investing in video podcasts, including new shows from “Saturday Night Live” alum Pete Davidson, NFL Hall of Famer Michael Irvin and former NBC News anchor Brian Williams. Amazon Prime Video has struck a deal with YouTube personality MrBeast – the pseudonym of Jimmy Donaldson – for a reality competition series “Beast Games.”

“Everybody chases everybody,” said one Hollywood talent agent.

Another agent said Paramount has highlighted the studio’s relationship with TikTok, suggesting the potential for future collaboration. Both Paramount and TikTok U.S. share a common backer in Oracle billionaire co-founder Larry Ellison.

TikTok and Paramount say there is no agreement in place.

The work on the Paramount+ app is part of a broader overhaul of its streaming services, Paramount+ and Pluto TV, which the company outlined last week in presentations to advertisers.

Yango Group’s ride-hailing arm, Yango Ride, has launched an official integration within ChatGPT, allowing users to plan routes and estimate fares directly inside a conversational interface.

The rollout spans more than 25 countries across the Middle East, South Asia, Africa and Latin America, marking a significant step in the convergence of artificial intelligence (AI) and mobility services.

Through the integration, users can access real-time fare estimates, compare alternative routes, check estimated time of arrival (ETA), and identify optimal pickup points — all within a single conversation. Once a route is selected, users are redirected to the Yango app or web platform to complete bookings securely.

The feature is available via the ChatGPT web interface and mobile applications on both Android and iOS, powered by live traffic data and dynamic routing technology.

Aligning with changing mobility trends

The launch comes as ride-hailing demand continues to grow in the UAE. According to Roads and Transport Authority (RTA), shared mobility services, including on-demand ride-hailing, increased their share of total transport usage from 7.5 per cent to 9 per cent between 2024 and 2025.

At the same time, user behaviour is shifting toward conversational interfaces for everyday tasks, from travel planning to service bookings. By embedding ride-hailing into ChatGPT, Yango Ride is targeting a more seamless, app-light user experience.

The integration is designed to streamline the customer journey, particularly for frequent travellers, tourists and business users, by eliminating the need to switch between multiple apps.

Users can plan journeys, compare travel options and access pricing transparency in real time, with no hidden fees, before moving to the final booking stage.

Yango Group indicated that the ChatGPT integration is part of a broader strategy to expand AI-driven services. Future updates are expected to incorporate additional offerings, including delivery, public transport integration and food services within the same conversational interface.

The move reflects a wider industry trend where mobility platforms are increasingly embedding services into digital ecosystems to enhance accessibility, improve user engagement and capture a larger share of daily consumer interactions.

Mohammed Bin Rashid Establishment for Small and Medium Enterprises Development, part of Dubai Department of Economy and Tourism, has signed a Memorandum of Understanding (MoU) with noon’s food delivery arm to accelerate the growth of Emirati-owned small and medium-sized enterprises (SMEs) in the food and beverage (F&B) sector through digital enablement and preferential commercial terms.

Under the agreement, eligible Dubai SME members will be onboarded onto the noon Food platform, gaining access to its customer base, delivery network, payment systems and marketing ecosystem. The initiative is designed to lower entry barriers for local F&B businesses while expanding their reach within Dubai’s fast-growing online food delivery market.

The collaboration aligns with the Dubai Economic Agenda, D33, which aims to double the size of the emirate’s economy by 2033 and strengthen its position as a global hub for entrepreneurship and small business growth.

As part of the five-year framework, noon Food will waive onboarding fees for participating SMEs and introduce a tiered commission structure, starting at 10% in the first year and gradually increasing to 20 per cent by year five.

The platform will also provide marketing support, including advertising credits and enhanced visibility during key seasonal campaigns, aimed at improving customer acquisition and long-term commercial sustainability for participating businesses.

Operational and performance support

Beyond financial incentives, the programme includes structured onboarding assistance, operational guidance, dedicated account management and monthly performance reporting to ensure transparency and continuous optimisation.

Dubai SME will play a central role in nominating eligible businesses, promoting the initiative across its network and overseeing implementation to maximise impact for Emirati entrepreneurs.

Ahmad Al Room Almheiri, acting CEO of Dubai SME, said: “Dubai SME and noon have partnered to create new opportunities for Emirati F&B entrepreneurs by combining institutional support with digital platform scale. This agreement delivers tangible advantages, from tailored commission rates to structured promotional investment, enabling our members to compete effectively and grow sustainably within the digital marketplace. It reinforces Dubai’s commitment to empowering SMEs as key drivers of economic diversification and long-term growth, as envisioned by our city’s leadership through the Dubai Economic Agenda, D33.”

Faraz Khalid, group CEO of noon, added: “Partnering with Dubai SME allows us to provide Emirati entrepreneurs with the digital infrastructure they need to thrive. By offering localized support and preferential access to our ecosystem, we are ensuring that homegrown F&B brands can scale rapidly and contribute directly to the goals of the D33 agenda.”

SMEs account for more than 95 per cent of registered businesses in Dubai and are a key driver of employment, innovation and economic diversification. Within the F&B sector, Emirati-owned brands are playing an increasingly important role in shaping the city’s culinary and digital commerce landscape.

Through this collaboration, Dubai SME and noon Food aim to deliver measurable commercial impact by expanding market access, strengthening brand visibility and accelerating digital transformation across the F&B ecosystem.