In 2026, cybersecurity leaders are facing a reality they can no longer postpone. Many of the topics that have dominated prediction pieces year after year, like artificial intelligence, quantum computing, identity modernisation, are no longer speculative. They have become pressure points that demand action, making 2026 less about what’s new and more about long-building pressures finally colliding.

AI acceleration, emerging quantum timelines, and long-standing identity weaknesses are converging with legacy enterprise environments that were not designed for this level of automation and scale. At the same time, regulatory mandates are hardening into deadlines, and expectations around readiness are becoming explicit rather than implied.

Before looking ahead, it is worth aligning on a few realities:

1. Artificial intelligence is now part of the operating fabric of cybersecurity, influencing both attacker behaviour and defensive workflows, with no path back to a pre-AI environment.
2. Quantum computing is no longer a distant myth. While large-scale quantum capability is still evolving, the implications for cryptography are already shaping policy, planning, and long-term data risk today.
3. And despite decades of awareness, identity remains a persistent weakness. Passwords, unmanaged devices, and fragmented access controls continue to be among the most common drivers of breaches.

The question for cybersecurity and compliance leaders is no longer what might be coming, but what they will be expected to act on. Leadership now means taking the wheel, not observing the road ahead.

When AI stops assisting and starts acting

The most consequential shift in AI for cybersecurity is not its growing sophistication, but its autonomy. AI systems are increasingly able to plan, decide, and act with limited human oversight, reshaping both offense and defense.

Attackers are using AI to automate reconnaissance, tailor phishing campaigns, adapt tactics in real time, and operate with less noise than traditional approaches. Defenders, meanwhile, are deploying AI to accelerate detection, correlate signals across tools, and automate parts of response that once depended entirely on human intervention.

The challenge is that autonomy changes how failure manifests. When AI systems act through legitimate interfaces such as APIs, service accounts, and cryptographic credentials, misuse can look indistinguishable from intended behavior, allowing poorly governed agents to quietly expand access without triggering conventional alarms.

The question is no longer whether to use AI, but how to govern it. Without clear boundaries around identity, access, and trust, AI accelerates risk just as effectively as it accelerates defense.

As organisations navigate the complexities of AI autonomy, cybersecurity strategy must pair advanced governance with strong cryptographic controls, crypto-agile infrastructure, and quantum-safe architectures to ensure trust, accountability, and resilience as algorithms, threats, and computing capabilities evolve.

In 2026, organisations will be judged less on whether they use AI and more on whether they can explain how it is governed.

When quantum risk becomes a present obligation

Quantum computing has not yet reached the point where it can break widely used public-key encryption at scale, but that is no longer the threshold that matters. The risk emerges earlier.

Most of today’s encryption, particularly RSA and ECC, is designed under the assumption that encrypted data remains secure for as long as the algorithm holds. That assumption no longer applies when adversaries can collect encrypted data now and decrypt it later.

This is the logic behind “harvest now, decrypt later,” and it turns quantum risk into a present-day problem for any data that must remain confidential for years.

What has changed heading into 2026 is not the underlying mathematics, but the expectations around preparedness. Over the past year, organisations have focused largely on awareness and first steps, especially cryptographic asset inventory and discovery. That groundwork matters because post-quantum readiness is not an algorithm swap.

Encryption is embedded across applications, networks, devices, cloud services, and third-party systems, often with limited visibility. You cannot migrate what you cannot see, and you cannot prioritize what you have not mapped.

In 2026, that preparatory phase gives way to deadlines. Regulatory and national security frameworks across the UAE, the GCC, the US , the EU, and the UK are moving from guidance to timelines, with increasing emphasis on inventories, roadmaps, and demonstrable progress. Organisations are being asked to show not that they have completed migration, but that they understand their cryptographic exposure and have a credible path forward.

In that sense, post-quantum cryptography becomes less about predicting when quantum computers arrive and more about governance, visibility, and crypto agility. The era of static encryption is drawing to a close. As standards around encryption evolve and quantum capabilities advance, organisations must adopt crypto agility: the ability to deploy and evolve quantum-safe algorithms and architectures without disrupting operations.

Crypto agility is not simply about swapping algorithms; it requires sustained visibility, clear ownership, and the capacity to adapt as threats, standards, and regulatory expectations change. What is now unfolding will become the largest cryptographic migration in human history.

Passwords: Familiar, functional, and frequently abused

Year after year, breach investigations continue to point to the same root cause: compromised credentials. Password reuse, weak passwords, and phishing remain among the most common entry points for attackers, and there is little reason to expect that to change in 2026 unless authentication itself changes.

Even when combined with traditional multi-factor authentication, passwords still anchor trust to a shared secret that can be stolen, replayed, or socially engineered. Password managers and vaults reduce friction, but they also concentrate risk by aggregating credentials into a single, highly attractive target.

The shift underway is not incremental hardening, but a move away from passwords entirely toward phishing-resistant, passwordless authentication based on cryptographic keys rather than secrets. These approaches remove the credential attackers are most effective at abusing, while remaining compatible with existing identity systems and legacy environments, making passwordless access a practical security control rather than a theoretical ideal.

BYOD, shadow IT, and the case for isolation over control

At the same time, the reality of how people work continues to challenge traditional security models. Hybrid work, personal devices, and shadow IT are now the norm, not the exception. Employees regularly turn to non-approved tools and devices to stay productive, often outside the visibility of security teams.

Attempts to regain control through mobile device management have introduced their own problems, from privacy concerns to operational overhead, without fully addressing risks rooted in the device itself, including operating system vulnerabilities, baseband exploits, and data persistence on lost or compromised phones.

As a result, many organisations are rethinking endpoint trust altogether. Rather than securing the device, the focus shifts to isolating corporate activity from it. Streaming secure, cloud-hosted environments to any device allows organisations to protect sensitive data and meet regulatory requirements without placing trust in hardware they do not own or fully control. This makes BYOD viable without expanding endpoint risk.

In a world where unmanaged endpoints are unavoidable, isolation becomes a more reliable control. In practice, this is zero trust applied to the endpoint: assume the device is untrusted, and protect the session, identity, and data instead.

In 2026, cybersecurity maturity will be measured by evidence, not intent. Audits, regulatory reviews, and real incidents will reveal which organisations acted and which deferred. What unites these shifts is scrutiny: AI governance, post-quantum readiness, strong authentication, and BYOD policies are now must-have compliance requirements, not optional enhancements.

The question is no longer who saw the risks coming, but who can prove they prepared in time.

The writer is the VP of Product at QuantumGate.

For more than four decades, Martha Stewart has built one of the most recognisable lifestyle empires in the world, transforming domestic craft into a multibillion-dollar business that spans publishing, television, retail, and beyond. When her brand chose Dubai for its first standalone retail stores anywhere in the world, it was a deliberate signal of where global lifestyle retail is headed.

The flagship opening at Mall of the Emirates last month, hosted by Apparel Group in partnership with Marquee Brands, was less about ceremony and more about intent, bringing Stewart’s philosophy of practical, well-designed living into a market that has become a proving ground for international brands seeking growth beyond saturated Western markets.

Dubai’s retail landscape, shaped by discerning consumers who expect quality and curation in equal measure, offered something few other cities could: an audience that values both function and refinement, and the commercial infrastructure to support a seamless launch.

Here, Stewart shares why Dubai felt like the right starting point, what drew her to this partnership, and how she thinks about curating a lifestyle brand for a Middle East audience.

This is the first standalone Martha Stewart store across the world. Why did Dubai make sense as the launchpad for this new retail chapter?

I have been coming to Dubai for quite a few years. I’ve done television programmes in the region and have many friends here, so I’m very familiar with it. With the quality and scale of the malls, it felt like the perfect place to extend the brand in this part of the world.

You’ve partnered with Apparel Group and Marquee Brands for this expansion. What did they bring to the table that made the collaboration work?

Apparel Group has a strong presence across Dubai’s malls and a very solid network in the Middle East, which is extremely appealing. They’re also excellent at sourcing products. Sima Ganwani Ved is fantastic and very hands-on in the business, which makes a real difference. That level of engagement matters.

The stores span categories from kitchenware to fragrance and bedding. How did you curate the mix specifically for the Middle East consumer?

We studied the needs of the consumer very closely. Everything starts with a simple question, does the customer need this, and does the customer want this? From there, we build out the assortment. The goal is to offer products that are useful, beautiful, and relevant to how people actually live.

The Dubai opening was more than a retail launch, it became a broader conversation around creativity and legacy. Was that intentional?

Yes. I think it’s important to frame business around ideas that last. Retail is not just about selling products, it’s about values, creativity, and how you build something that endures. That’s especially relevant in a place like Dubai, where ambition and long-term thinking are very much part of the culture.

How do you see the role of physical retail evolving for lifestyle brands today?

Stores have to be experiential. People want to see, touch, and understand how products fit into their lives. A physical space should inspire, educate, and feel welcoming. If it doesn’t do that, there’s no reason for it to exist anymore.

What does this launch signal for the future of the Martha Stewart brand in the region?

This is just the beginning. Dubai is a strong base, and the region has a deep appreciation for quality and design. We’re excited to grow thoughtfully and bring more of the brand’s philosophy of practical, well-designed living to new audiences.

Read: Majid Al Futtaim Lifestyle CEO on expanding Abercrombie & Fitch’s regional reach

The Middle East’s space economy reached a turning point in 2025, shifting from ambition to execution across regulation, infrastructure, satellite programmes and private-sector participation, according to an annual report by venture capital firm Beyond Earth Ventures.

The report, The Middle East Space Economy: 2025 Review and 2026 Outlook, said governments, sovereign-backed entities and private operators across the region moved away from isolated flagship projects towards continuity, commercialisation and governance.

“In 2025, governments, sovereign-backed entities, and private operators across the Middle East shifted from isolated flagship projects to a focus on continuity, commercialisation, and governance,” said Viktor Shpakovsky, MENA general partner at Beyond Earth Ventures.

He added that the region is building interconnected ecosystems linking regulation, launch capabilities, satellite services, talent development and international partnerships.

Progress across satellite launches and active space missions led by the UAE

The report reviews progress across satellite launches and active missions led by the UAE, deep-space and lunar initiatives such as the Emirates Mission to the Asteroid Belt and Rashid Rover 2, and sovereign launch capabilities in the UAE and Oman.

It also highlights technological developments including AI-enabled satellites, 3D-printed engines and near-space platforms, as well as human spaceflight milestones, space-based research aboard the International Space Station, and growing cooperation with partners in the United States, Europe and Asia.

Private-sector participation, startup activity and deep-tech investment feature prominently in the assessment, alongside talent development, STEM education and the build-out of multi-node economic infrastructure spanning manufacturing, launch, services and innovation.

Looking ahead to 2026, Beyond Earth Ventures said the foundations laid in 2025 are expected to support accelerated growth, driven by clearer regulation, increased commercialisation of satellite services and rising private investment.

The report said alignment with global trends, including AI-driven satellite operations, mega-constellations, reusable launch systems, advanced Earth observation and emerging in-orbit manufacturing, is likely to strengthen the region’s position in the global space economy.

“Every large organisation has areas it tends to avoid based on past experience,” says Dietmar Siersdorfer in a recent conversation with Gulf Business editor Neesha Salian. “I see those moments not as barriers, but as invitations. My team knows my philosophy: ‘When somebody says no, sales start.’ That’s when you push hardest to find the right way in.”

That drive to identify opportunity where others see complexity has defined Siersdorfer’s 40-year career journey.

From a 21-year-old engineer wanting to discover the world to leading Siemens Energy through its most transformative years in the Middle East and Africa, Siersdorfer has built a career on the belief that “change is always good”.

The school of cultural adaptation

His leadership philosophy wasn’t forged in a boardroom, but in the field during his first international posting in Malaysia in the 1990s.

“I discovered different cultures and different ways of looking at things in Asia,” he reflects. “I learned that you need to adapt to where you are. While there is often a temptation to apply a singular global template to every market, I’ve always preferred to mix different views to bring things forward together.”

This approach found its most powerful application in the UAE, where he managed a team at Siemens Energy of more than 80 nationalities. “Countries from across the world were collaborating as one team,” he says.

“The key is fostering an environment where different perspectives are valued, because in business, you need multiple viewpoints to succeed.”

The reality check on energy transition

Siersdorfer is a staunch advocate for a greener future, but he is also a realist. He notes that the global conversation has shifted from idealistic theory to operational necessity.

“Three to five years ago, the narrative was that the world would be entirely renewable, that we wouldn’t need gas turbines anymore,” he explains. “Today, the discussion is about how we actually get power to the people. Electricity growth is so demanding that everyone recognises you can’t do it with renewables alone.”

He points to the recent power failure in Spain (last year) as a cautionary tale for grid stability: “Spain has 75 per cent renewables plus nuclear. When a part of the grid shut down, the nuclear plants’ safety features forced them to shut down too.

“Within half an hour, the entire grid was down. This is why we need rotating equipment, gas turbines, that keep grids automatically stable. We may never see 100 per cent renewable grids for at least the next decade and a half.”

Strengthening localised leadership in Africa

Two years ago, Siersdorfer took on the challenge of Africa, where roughly 600–700 million people still live without electricity. His focus was on a strategic evolution of how the company serves the continent’s unique needs.

“We recognised that the scale of opportunity in Africa required a more localised approach,” he says. “To truly partner with these nations, we prioritised having our leadership teams based directly on the continent. I championed the idea that our people need to be on the ground, experiencing the challenges and successes first-hand.”

Around the same time, the Presidential Power Initiative (PPI) in Nigeria saw its first phase implemented. “In November 2025, I met the president in Nigeria. It was a different discussion, with implementation underway.”

Championing new opportunities in Saudi Arabia

Strategic growth often requires advocating for fresh investment even when internal consensus is cautious. In Saudi Arabia, Siersdorfer saw a pace of execution that demanded a new level of commitment.

“I told the company we needed to look at upgrading our facilities there. After several weeks and months, we got approvals to build and extend our factory capacity.” The substation factory, which opened recently, is already fully loaded for years solely from Saudi demand. “Things change, and I believe change is always good. Don’t take only your experience; take also the new things that you potentially can do.”

The innovation edge: AI at Jebel Ali

Innovation, for Siersdorfer, is about incremental efficiency with massive impact. He points to the company’s operations for the Dubai Electricity and Water Authority in Dubai’s Jebel Ali as a prime example of AI in action.

“We have gas turbines with intelligent AI controller systems. This AI optimises operations to reduce gas consumption while dramatically cutting emissions, not just CO2, but dangerous NOx emissions. AI can help, and we need to continue this avenue from an engineering perspective.”

The next chapter for Dietmar Siersdorfer: Beyond “retirement”

After 40 years, Siersdorfer is looking toward a new kind of “A game”.

“I don’t like the word ‘retirement’. I’m changing to a different avenue, but I’m not retiring from life or this field,” he reveals. “I’m founding a company and have already signed on clients. I want to select what I’m doing; I aim to do things which I couldn’t do in a corporate environment, like taking different avenues in AI.”

Siersdorfer’s final piece of advice for the next generation? Empowerment over micromanagement.

“I don’t need to be the front man running the show. What I provide is focus and direction. Empowering people to do their best is what matters.”

Read: Siemens Energy appoints Hussein Shoukry as MD for the Middle East and Africa

Airlines operating out of the UAE and Qatar cancelled multiple flights to Iran on Friday amid unrest in the country.

Reuters reported at least 17 flydubai flights scheduled to operate between Dubai and Iranian cities including Tehran, Shiraz and Mashhad were cancelled, according to the Dubai Airports website.

A flydubai spokesperson said that all flights to Iran scheduled for Friday had been cancelled, adding that the airline would “continue to monitor the situation” and revise its schedule accordingly.

Flights operated by Iranian carriers, including Iran Air, Mahan Air and Qeshm Air, were continuing as normal.

Disruptions extended beyond the UAE. At least two flights scheduled to operate between Doha and Tehran were cancelled on Friday, according to the Hamad International Airport website. The airport showed services returning to schedule on Saturday.

Turkish media also reported widespread cancellations. Turkish Airlines reportedly cancelled 17 flights to Iran, while AJet cancelled six services. Budget carrier Pegasus Airlines also cancelled flights to Iranian cities on Friday.

The flight suspensions come as Iran faces ongoing nationwide protests that began in late December, driven by worsening economic conditions. The country has seen a sharp fall in the value of the rial alongside a steep rise in the cost of living.

Iran has also been hit by a countrywide digital blackout, with authorities limiting mobile internet access in an effort to curb the spread of protests. The blackout, which began on Thursday, extended into Friday, adding to travel and operational uncertainty across the region.