Gulf Business TECH April 2024

CONTENTS

As we venture into a new era defined by electric, connected and hyperpersonalised vehicles, we remain steadfast in preserving what made us strong while embracing the modern features of e-mobility, connectivity and intelligence.”

MARKUS SCHÄFER , chief technology officer, Development and Procurement, Mercedes-Benz

Honoring its commitment to innovation

HONOR CMO Ray Guo tells us how the smart device is leveraging AI and innovation to deliver their latest o erings

Saudi telco Salam eyes future IPO

Salam’s chief executive o cer, Ahmed Al-Anqari, gives us the lowdown on the company’s plans

MWC 2024: THE WEIRD AND THE WONDERFUL GADGETS ON DISPLAY

Here’s what caught our eye at the recent Mobile World Congress event held in Barcelona

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Using AI responsibly Education, infrastructure and regulation are key areas where concerted e orts are needed to advance the responsible deployment of AI for the benefit of society, says Accenture’s chief AI o ce

Crypto crime in the spotlight

Nicola Buonanno, VP Southern EMEA, Chainalysis shares key developments and trends in the threat landscape based on the the company’s latest findings

Editor-in-chief

Obaid Humaid Al Tayer

Managing partner and group editor

Ian Fairservice

Chief commercial o cer

Anthony Milne

anthony@motivate.ae

Publisher

Manish Chopra

manish.chopra@motivate.ae

EDITORIAL

Group editor

Gareth van Zyl

Gareth.Vanzyl@motivate.ae

Editor

Neesha Salian

neesha@motivate.ae

Digital editor

Marisha Singh

marisha.singh@motivate.ae

Senior feature writer

Kudakwashe Muzoriwa

Kudakwashe.Muzoriwa@motivate.ae

Senior art director

Freddie N. Colinares freddie@motivate.ae

PRODUCTION

General manager – production

S Sunil Kumar

Production manager

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Cover: Freddie N. Colinares

Binu Purandaran

Production supervisor

Venita Pinto

SALES & MARKETING

Senior sales manager

Sangeetha J S

Sangeetha.js@motivate.ae

Group marketing manager

Joelle AlBeaino

joelle.albeaino@motivate.ae

THE WEIRD AND THE WONDERFUL GADGETS ON DISPLAY MWC 2024

MOBILE WORLD CONGRESS (MWC)

HELD RECENTLY IN BARCELONA , SPAIN, SHOWCASED A DIVERSE RANGE OF INTERESTING TECH. GULF BUSINESS WAS ON THE GROUND TO CHECK OUT THE UNIQUE CONCEPTS AND OFFERINGS FIRST-HAND

WORDS: MARISHA SINGH

What drew our eyeballs? A flying car concept from California, Samsung’s smart ring, and Motorola’s stunning phone that you could wrap around your wrist. While some of these had questionable real-world usage, others pushed the boundaries of cutting-edge design and technology.

THE WEIRD

01

LENOVO’S TRANSPARENT

LAPTOP AT MWC 2024

The title of the weirdest, in our books, goes to Lenovo’s laptop that featured a crystal, transparent screen. Aptly titled, Project Crystal, Lenovo calls it the world’s first

laptop featuring a transparent microLED display. Unlike conventional laptops, Project Crystal boasts a transparent panel, offering a glimpse into the future of display technology.

While currently not slated for retail production, the device serves as a prototype commissioned by Lenovo’s ThinkPad division to investigate the potential of transparent microLED panels and AI integration.

The primary use case envisioned for Project Crystal is information. With the ability to reverse the display via software, users can theoretically, share content with individuals on the other side of the screen without the need to physically flip it.

However, the fact that the display is visible through and through is an extreme departure from a privacy concern perspective. Lenovo has not been able to make a case for the product convincingly, and this seems more gimmick than substance.

02

THE FLYING CAR

The second concept that takes the weird prize is the promise of a flying car. Alef Aeronautics from California, displayed its Model A’s miniature prototype at the MWC in Barcelona.

Resembling an actual car with a mesh shell protecting rotors on the inside that allow air to flow through the vehicle, Alef said it already has pre-orders for close to 3,000 of these.

The vehicle designed as a two-seater, will fit into a regular driving lane, parking space, and garage. It will have dual abilities – to drive on the road, and when needed, take off in the air vertically, with the driver and cabin being stabilised by a gimbaled rotating design.

The driver would be able to fly in any direction, with the aim being able to bypass the problematic areas on the ground, by flying over them. The vehicle is currently priced at $300,000.

Rather than futuristic, it seems more fantastical with the claim of being able to drive, lift off vertically, fly on its side, and much more. Harry Potter’s flying car flashback anyone?

WITH MODEL A, THE DRIVER WOULD BE ABLE TO FLY IN ANY DIRECTION, BEING ABLE TO BYPASS PROBLEMATIC AREAS ON THE GROUND

03

SAMSUNG’S RING

The Korean tech giant’s latest wearable o ering called Galaxy Ring straddles the line between the weird and the wonderful. Here’s why.

It looks pretty – available in three metal tones – gold, silver, and black. The ring’s primary focus is on tracking health metrics such as measuring your sleep cycle, activity, resting heart rate, and heart rate variability. Additionally, the ring will be also topped up with a skin temperature and fertility tracking capability.

Having a gadget that tiny that straddles the line between an accessory and a wearable made the author uncomfortable. The tiny device makes the reality of physically-embedded technology ever more closer.

THE WONDERFUL

01

MOTOROLA’S FOLDABLE NO BENDABLE PHONE

Move over foldables, Motorola’s bendable phone is here. The Adaptive Display concept showcases a shape-shi ting Android phone that can be bent to various degrees.

03

XIAOMI’S PHONE AND CAR

While first revealed in 2023, Xiaomi’s car still drew crowds at the Fira Barcelona Gran Via as visitors wanted to have a look at a vehicle developed by a tech company. Positioned as a “full-size high-performance eco-technology sedan”, Xiaomi SU7 aims to push the limits of performance, ecosystem, and mobile smart space.

Additionally, Xiaomi unveiled two of its flagship smartphones for a global audience, excluding the US market as per usual. The Xiaomi 14 and 14 Ultra, previously announced in China, are now in the limelight with refined designs and camera-centric feature sets.

The 6.9-inch device can be flexed into a C-shape, allowing users to wear and operate it like a smartwatch. Additionally, Motorola suggests pairing this wrist-worn mode with new AI features that create customised phone wallpapers to match users’ outfits.

The phone’s flexibility ‘pun intended’ is another milestone in how far phones have come.

02

HUAWEI WATCH ULTIMATE DESIGN

As smartwatches go, Huawei wins the prize in creating one of the most stunning pieces of horological equipment. In terms of design, it currently is in a league of its own with the Huawei Watch Ultimate Design featuring 18K gold inlays, a rotating gold crown, and black and gold ceramic bezels.

Fun fact: The watch strap is made of gold and black ‘Physical Vapour Deposition’ on Titanium. Yes, it looks and feels as stunning as it sounds as we got to check it out at the MWC 2024.

The Xiaomi 14 boasts a smaller 6.36-inch screen, now equipped with an LTPO 120Hz panel for smoother scrolling and enhanced power e ciency. Its camera specifications are more modest compared to the 14 Ultra, which flaunts a larger 6.73-inch, 120Hz 1440p panel and a 1-inch-type main camera. It’s a choice between going big or opting for the ultimate experience.

04

OPPO GLASSES

OPPO unveiled a prototype for its new generation of assisted reality glasses, OPPO Air Glass 3, at MWC 2024. OPPO Air Glass 3 can access OPPO’s AndesGPT model via a smartphone, providing a new seamless AI experience. Weighing just 50 grams, the OPPO Air Glass 3 features a self-developed resin waveguide with a refractive index of 1.70, a display brightness uniformity of more than 50 per cent, and a peak eye brightness of more than 1,000 nits. Thanks to the access to OPPO AndesGPT provided by the Air Glass app on the smartphone, users only need to press the temple of the OPPO Air Glass 3 to activate the AI voice assistant and begin performing a range of tasks.

5.5G: A GAME-CHANGER IN TELECOMMUNICATIONS

FROM LAUNCHING 5.5G TECHNOLOGY TO UNLEASHING SMART CONNECTIVITY FOR AIRPORTS AND HEALTHCARE FACILITIES, HUAWEI AT MWC 2024 UNVEILED A RANGE OF PRODUCTS TO AID THE DIGITAL TRANSFORMATION, CURRENTLY UNDERWAY ACROSS THE WORLD

At the Mobile World Congress (MWC) in Barcelona, du and Huawei made headlines with the announcement of the UAE network operator becoming the first to commercially deploy 5G-Advanced (5G-A), in the country. The two also cemented their partnership with the signing of an MoU on 5.5G strategic cooperation along with increased collaboration in the areas of 5.5G innovation (both technological and E2E network evolution).

On the sidelines of the MWC 2024, at Hotel Porta Fira, a du spokesperson, took to the stage to highlight the country’s journey of 5G deployment and the potential of its evolutionary successor, 5.5G, which is the halfway point to 6G. “In alignment with the visionary leadership of the UAE, telecommunications providers have propelled the nation to the forefront of the global 5G landscape,” he said. “Our relentless e orts, coupled with robust collaboration with regulatory bodies and partners like Huawei, have propelled the UAE to achieve unparalleled 5G speeds and coverage.”

The UAE’s achievements in 5G technology were underscored by numbers, with the nation ranking first globally in 5G speed, boasting an average speed exceeding 300 megabits per second. The operator attributed this success to the tireless collaboration between operators, technology providers and regulatory bodies, culminating in extensive 5G coverage and adoption across the nation.

“5G has emerged as a cornerstone of telecommunications infrastructure, with 98.5 per cent of the population covered by 5G and a staggering 60 per cent of tra c being driven by 5G networks,” shared the spokesperson. “The exponential growth in 5G adoption underscores its pivotal role in shaping the digital landscape of the UAE.”

As the UAE embarks on the next phase of technological evolution with 5.5G powered by Huawei, du’s spokesperson emphasised the need for collaborative e orts to unlock the full potential of advanced connectivity.

PRODUCTIVE PARTNERSHIPS

Highlighting these collaborations, Dr Alaa Elshimy, MD and SVP, Enterprise Business Group, at Huawei Middle East and Central Asia, explained that these were instrumental in accelerating the deployment of 5.5G and unlocking its full potential across diverse industries.

“In the journey towards 5.5G, strategic partnerships play a crucial role in driving innovation and fostering collaboration,” remarked Dr Elshimy.

“Through our partnerships with industry leaders, we are paving the way for transformative advancements that redefine connectivity and empower businesses to thrive in the digital age.”

He added, “5.5G technology offers unparalleled bandwidth and low latency, laying the foundation for transformative innovations across industries. From autonomous vehicles to predictive maintenance in industrial settings, 5.5G empowers businesses to harness the full potential of advanced telecommunications.”

Highlighting the speed and capacity enhancements o ered by 5.5G, he emphasised its role in revolutionising connectivity and enabling the internet of things ecosystem. “In phase one of 5.5G implementation, speeds are projected to reach up to 10G, representing a significant leap from previous generations of telecommunications,” he stated.

Additionally, Huawei launched 10 industrial digital and intelligent transformation solutions, and a series of new flagship products at MWC 2024. Li Peng, corporate senior vice president, president of ICT Sales and Service, at Huawei, said: “From the information age to the digitalisation age, each transformation has brought huge possibilities. Now, we’re entering an intelligent world, and the best way to predict the future will be to create it. Huawei will double its e orts to o er more intelligent digital infrastructure products and solutions that accelerate the intelligent transformation of industries.”

These products include National Cloud Solution 2.0, Smart City, Smart Classroom 3.0, Medical Technology Digitalisation, Digital CORE, Intelligent Factory, Smart Airport Fully Connected Fiber Network, Perimeter Security with Fiber Sensing, Smart Railway Perimeter Detection, ITS 2.0, Intelligent Power Distribution (IDS), Oil and Gas Pipeline Safety Management Solutions.

Huawei’s range of products and o erings in Barcelona, underscored its theme at MWC 2024 – of “leading digital and intelligent infrastructure, accelerating industrial iIntelligence”.

FOR SAUDI’S TECH SECTOR ONE GIANT LEAP

THOUSANDS OF VISITORS DESCENDED UPON RIYADH IN MARCH TO ATTEND ONE OF THE WORLD’S BIGGEST TECHNOLOGY CONFERENCES, LEAP 2024. GULF BUSINESS SAT DOWN WITH MICHAEL CHAMPION, CEO OF TAHALUF, TO LEARN MORE ABOUT ONE OF THE REGION’S MOST IMPORTANT TECH GATHERINGS

By Gareth van Zyl

As far as technology events go, LEAP 2024 in Riyadh, Saudi Arabia is now one of the biggest technology showpieces in the world. The event, which was hosted from March 4 - 7, was by all accounts a major success, with more than 215,000 visitors having descended upon the Riyadh Exhibition & Convention Centre.

A ter the Consumer Electronics Show in Las Vegas and Mobile World Congress, LEAP is now the world’s third biggest tech show in terms of square metres.

And with well over 75,000 international registrations, the event is also becoming a magnet for visitors from across the globe.

In this interview with the CEO of Tahaluf (the organising company behind LEAP), Michael Champion gives us insight into what it takes to host and organise such a high-growth event.

LEAP is now in its third year. How far has this event progressed ever since you launched the first edition back in 2022?

We couldn’t be happier. We’ve expanded and we’ve scaled. Also, we’ve improved on so many di erent levels from the beginning in 2022 when we launched. Back then, it was the largest debut tech event in history as it had 100,000 attendants. And then, in the next edition (2023), we got 172,000 attendants. But we were always constricted by the scaling opportunity in terms of the area that we hosted it in. And so, we made a bold plan this year to move the event from our home at the time — at the centre of Riyadh — out to Malham, which is on the outskirts of Riyadh (at the Riyadh Exhibition & Convention Centre). And this has allowed us to move to a far larger area, with more parking, more space and breathing room. We now have precisely 151,116 square metres of built space and we’ve had to build somewhere in the region of 90,000 square metres of temporary space. That puts us — in terms of the size and scale of the show — among the three largest tech events in the world just in terms of square metres. Mobile World Congress (MWC) has just over 200,000 square metres. Meanwhile, CES is about 400,000 square metres. But we haven’t reached the limit. We have 2,000 companies that are on our waiting list.

There was huge demand to get into the venue on the first day of LEAP 2024, amid the the high tra c levels experienced around the venue. But that must have been a good sign for you?

One of the most exciting statistics I can give you is that we’ve landed on just over 75,000 international registrations. These are from most countries around the world, and this illustrates the level of interest that Saudi is generating right now. It was di cult to get a hotel room in Riyadh during LEAP because there’s been so much interest in it. We’ve doubled the number of speakers and startups: everything is 2X or 3X. That’s a testimony to the team as well as our partners, such as the Ministry of Communications and the Federation for Cybersecurity, as well as the Public Investment Fund (PIF) who are shareholders in Tahaluf.

What were the key themes around this year’s event?

Artificial intelligence was obviously right up there, but were there other key trends to watch?

I would love to unearth a surprise theme for you, but for everywhere around the world right now, a lot of the focus is on AI. We’ve had the DeepFest AI segment of our event here and it’s fully supported by the Saudi Data & AI Authority and Saudi Arabia’s Ministry of Media. AI has been the most important sector, but I would suggest that anybody who comes to this event should go to the startup area. We’ve got almost 700 startups at this event, and they have been pitching for a $1,000,000 prize pool, with no equity and no strings attached.

LEAP is already among the three largest tech shows in the world now in terms of square metres, but where do you see it in the next 5 to 10 years?

I don’t think the quality of an event is necessarily tied to the size of the event. It’s more about the impact of an event, as well as the economic impact. That’s what matters to the local economy and in terms of the business that emanates from the event. And I think that impact has really shown over the last few years. For example, Abdullah Alswaha, Saudi Arabia’s Minister of Communications & Information Technology, in his speech at this year’s event, highlighted an incubator accelerator at LEAP that has developed over the years. He gave a lovely example of three companies: one from Canada, the UK, and Pakistan. When they joined the garage cohort, they were worth a combined value of around $150,000 to $200,000. These were very early stage startups but a ter a couple of years, they are now worth $80m. LEAP is a facilitator of business.

WE NOW HAVE PRECISELY 151,116 SQUARE METRES OF BUILT SPACE AND WE’ VE HAD TO BUILD SOMEWHERE IN THE REGION OF 90,000 SQUARE METRES OF TEMPORARY SPACE. THAT PUTS US — IN TERMS OF THE SIZE AND SCALE OF THE SHOW — AS AMONG THE THREE LARGEST TECH EVENTS IN THE WORLD JUST IN TERMS OF SQUARE METRES.”

are most aligned with, with the government and Saudi Arabia. I think a key strength of Tahaluf is its ability to bring in 800 speakers, but there’s also some brilliant speakers that come in because of the relationship they have with the Saudi government. One of the most important aspects of government support for us has been how we’ve received help in terms of scaling out this event, in terms of road tra c, safety, security. You need this support to ensure that everybody has a better time, a better experience, and a safe experience. Clearly, the Saudi government wants to create massive, impactful events. It wants to create iconic events and it understands the multiplier e ect these events have in terms of business.

Finally, you couldn’t host an event like this without the support of the highest levels of government here. Tell us why this is so important?

We’ve worked with the Ministry of Communications and IT from the very beginning of this event and we have had a collaborative approach with the ministry in terms of customer experience, the content, the speakers that we think

Michael Champion

HONORING

ITS COMMITMENT TO

HONOR CMO RAY GUO TELLS US THAT BY PROVIDING A WIDE RANGE OF OPTIONS, FROM BUDGET-FRIENDLY DEVICES TO FLAGSHIP MODELS, THE SMART DEVICE PROVIDER IS CATERING TO VARIOUS MARKET DEMANDS

WORDS KUDAKWASHE MUZORIWA

In March, HONOR unveiled the much-awaited artificial intelligence (AI)-empowered Magic6 Pro at LEAP 2024 in Riyadh, Saudi Arabia

- the company’s inaugural launch of its flagship smartphone in the Middle East region.

The smart device brand also showcased its eye-tracking AI function at Mobile World Congress (MWC) in Barcelona , which allows users to remotely open and move their car just by looking at their phone screen.

recognised the Middle East and Africa as a significant market for expansion, particularly the GCC area.

Product optimisation, market localisation, an open collaborative ecosystem, advanced AI and tech capabilities, and growing popularity in key markets such as the UAE, Saudi Arabia and Iraq continue to give HONOR a competitive edge over industry peers while helping it to rank among the top five players in the region.

“With the launch of the HONOR Magic6 Pro, HONOR is bringing the platform-level AI into the latest flagship lineup, which enables the new possibility of humandevice interaction with the intent-based UI and cross-OS collaboration,” says Dr Ray Guo, HONOR’s chief marketing o cer.

The launch of Magic6 Pro in the region closely followed the unveiling of HONOR’s flagship foldable smartphone, Magic V2, in the UAE in February.

HONOR is bolstering its presence and business growth in the Middle East and Africa markets. It achieved significant milestones in the region through the launch of an array of devices tailored to users’ preferences in the local market, leading to a 27.7 per cent year-on-year (YoY) surge in brand consideration.

With the increase in brand consideration, the primary objective for Guo in the coming years is to expand “our market presence and advance our cooperation with partners in the Middle East region.”

MIDDLE EAST MARKET

Founded in 2013, HONOR is the world’s leading provider of smart devices and remains committed to becoming a global iconic tech brand that enables smart life across all scenarios and all channels for people.

The brand, which has a global presence in more than 100 markets and operates over 3,000 service centres, has in

The brand, which has a global presence in more than

The brand has been actively growing its presence globally beyond its home market of China. The brand has successfully entered and gained traction in various markets around the world, expanding its reach and customer base – and it’s no surprise the Middle East is part of its overseas growth strategy.

“We are expanding our market presence in the region to enhance cooperation with our local partners, introduce more flagship products as well as establish our premium brand and expand the premium segment locally,” explains Guo.

The brand forayed into the Middle East with the opening of the HONOR Dubai Hub in 2021 - the company’s first distribution centre in the region. Over the years, HONOR has deepened its presence in the region by partnering with telecom services providers and channel partners and opening innovative laboratories, R&D facilities and service centres.

The brand opened its first experience store in Dammam, Saudi Arabia in November 2023. In January, it established the Saudi National Warehouse to optimise its local supply chain and logistics, improving the efficiency of product availability.

A confident Guo says that the expansion of HONOR’s offline presence and flagship shops will deliver the best experience to the brand’s consumers. Furthermore, HONOR unveiled its official online store in February, promising a more convenient delivery of its products across the markets it is currently present in the Middle East. The smart device brand maker also launched its exclusive service centre in Jeddah in March.

On the partnership front, HONOR is working with major operators and channel distributors including Jarir Bookstore, eXtra and stc in Saudi Arabia and Emax, Jumbo, Sharaf DG, Amazon, noon & Etisalat by e& in the UAE.

Intent-based user interface (IUI) is HONOR’s answer to on-device AI. The IUI on all HONOR’s devices running the latest Magic OS 8.0 can understand the user’s intent and offer services proactively. The interface powered by AI can suggest options to the user by predicting their requirement, and then assist in completing the task at hand.”

“We offer HONOR Care+ with an array of services and warranties for user convenience. This includes screen protection, a 30-day replacement policy, GCC warranty, and additional benefits,” reveals Guo. He highlights that the brand expanded its partnership with Sharaf DG to include repair services for all HONOR products while its service centre in Jeddah – the company’s first in the Middle East – will advance customer experience for its users. The smart devices provider registered a healthy 154 per cent growth in sales in the Middle East last year – a milestone that solidified its position as the fastest-growing tech brand in the region.

LEVERAGING AI EXPERTISE

HONOR has been betting big on AI for years, having debuted platform-level AI to advance the smartphone user experience with intention-based AI services. The brand recently unveiled the industry’s first “intent-base” interface that can anticipate users’ needs on its flagship smartphones and computers as it pushes deeper into overseas markets. “Intent-based user interface (IUI) is HONOR’s answer to on-device AI. The IUI on all HONOR’s devices running the latest Magic OS 8.0 can understand the user’s intent and offer services proactively,” Guo says while explaining that “the interface powered by AI can suggest options to the user by predicting their requirement, and then assist in completing the task at hand.”

The company’s AI-enabled intent-based recognition tech can help analyse and make sense of messages and photos and understand the intention of users based on their on-device daily usage behaviours.

“HONOR joins hands with industry partners to bring to the market its AI-empowered all-scenario strategy by introducing AI-empowered cross-OS collaboration and human-centric intent-based AI, creating a thriving open ecosystem that offers seamless experiences for all,” says Guo. Similarly, the smart devices provider teamed up with Intel to accelerate the popularisation of AI PC by enabling on-device multi-modal models through a highperformance, low-power chip solution, which unlocks the potential for faster and more efficient AI processing.

Together with Microsoft, HONOR also enables OS Turbo for real-time resource optimisation, AI empowerment for intelligent applications, seamless multi-device interconnection, and ecosystem development. Guo says the smart devices provider believes in a hybrid AI model, utilising on-device AI for personalised content and services while ensuring user privacy with data staying on the device.

FOCUSED ON AI-ENABLED DEVICES

Offering a range of high-quality smartphones, tablets, laptops and wearables to suit every budget,

We are introducing more flagship products to establish our premium brand and expand the premium segment in the Middle East. The HONOR Magic V2, the thinnest and lightweight foldable and the HONOR Magic6 Pro with its range of AI Camera capabilities, are already available locally.”

HONOR’s portfolio of innovative and high-end products enables users to become a better version of themselves.

“Last year started with the launch of the HONOR X9a, featuring the strongest screen in its class, followed by the HONOR Magic 5 Pro as well as the HONOR 90 and closed with the launch of HONOR X9b, which boasts an unbreakable screen and outstanding durability,” Guo shares.

A study by tech research firm Canalys revealed that Middle East smartphone shipments hit 42.5 million units in 2023, an 11 per cent increase from the previous year.

“HONOR is launching flagship devices in the region including the Honor Magic 5 Pro, while also emphasising brand visibility with successful models in the Honor XA/B series, which has gained wider acceptance in markets such as Saudi Arabia and Iraq,” the study revealed.

While the brand foray into the overseas markets with its Number and X series, it is now solidifying its position as a major player in the market through the premium Magic series.

“We are introducing more flagship products to establish our premium brand and expand the premium segment in the Middle East. The HONOR Magic V2, the thinnest and lightweight

THE HONOR MAGIC V2’S 5000MAH BATTERY AND 66W FASTCHANGING TECHNOLOGY

EMPOWER USERS TO STAY CONNECTED AND PRODUCTIVE FOR EXTENDED PERIODS

MIDDLE EAST SMARTPHONE SHIPMENTS HIT

42.5 MILLION UNITS IN 2023

AN 11 PER CENT INCREASE FROM THE PREVIOUS YEAR

HONOR X9B BOASTS AN UNBREAKABLE SCREEN AND OUTSTANDING DURABILITY

foldable smartphone and the HONOR Magic6 Pro with its range of AI Camera capabilities, are already available locally,” says Guo.

A month after the global launch of HONOR Magic 6 Pro at MWC, HONOR introduced the smartphone in the Middle East and Africa market.

Powered by HONOR’s platform-level AI, HONOR Magic6 Pro comes with the latest Android-based MagicOS 8.0, which debuted the industry’s first intent-based AI to this flagship lineup. With MagicOS 8.0 HONOR Magic6 Pro provides superb performance and generative AI capabilities.

“Recognising the tremendous potential and significance of AI capabilities on mobile devices, the HONOR Magic6 Pro paves the way for the future of smartphones, revolutionising the way people live, work, and connect,” notes Guo.

HONOR Magic6 Pro is powered by Qualcomm’s latest Snapdragon 8 Gen 3 processor and a large 5,600mAh battery that can be turbo-charged at up to 80W over a cable or 66W wirelessly. The smartphone’s screen is a 6.8-inch 120Hz OLED display with a resolution of 2800 x 1280 and boasts a peak brightness of up to 5,000 nits.  Its Pro-grade Falcon Camera System and upgraded HONOR AI Motion Sensing Capture empower users to capture decisive moments in a wider range of sports. The device’s 50-megapixel main camera has a variable aperture that can switch between f/1.4 and f/2.0 depending on how much depth of field you want in your shots.

Meanwhile, foldables are redefining the smartphone user experience. HONOR pushed the boundaries of innovation for foldable smartphones on the HONOR Magic V2.

As the most lightweight and thinnest foldable device available in the Middle East and Africa market, the device boasts a high-quality and highly capable foldable form factor, stunning display, all-day battery life, and flagship performance. This combination makes it the go-to foldable device for entrepreneurs.

The HONOR Magic V2’s 5000mAh battery and 66W fastchanging technology empower users to stay connected and productive for extended periods, no matter where your ventures take you.

The company’s ecosystem of smart devices includes the HONOR MagicBook Pro 16, a revolutionary AI-powered laptop built through joint efforts with tech partners including Microsoft, Intel and NVIDIA as well as the much anticipated HONOR MagicRing - one of the core MagicOS technologies.

“HONOR offers a diverse portfolio of smartphones catering to different market segments and consumer preferences in the Middle East region including the durable HONOR X Series, the ‘joyful technology’ HONOR N Series and the flagship HONOR Magic Series,” adds Guo. Looking forward, Guo says HONOR’s robust investment in Research and Development (R&D) gives “us the competitive edge and ahead of other industry players in the Middle East.” The smart device provider invested 11.5 per cent of its total revenue into R&D.

BUILDING A PEOPLECENTRIC DIGITAL COMPANY

People centric digitisation is a virtuous circle that flows from stakeholder collaboration to staff engagement to tangible benefits for customers

The word “transformation” evokes images of the caterpillar and the butterfly – an organisational metamorphosis from slow-paced to agile and aweinspiring. When we embark on our digitisation journeys, we imagine a game-changing project that will create a business that is orders of magnitude more agile. But the years-ago hype of digital transformation has been replaced with a gnawing sense of stakeholders asking over and over: “Are we there yet?”

GENERAL MANAGER

Today, digital transformation has become that thing we do so that we are not left behind in a digital economy. A recent Endava report revealed that two in three (67 per cent) businesses now consider themselves digital-first enterprises. They are investing time and money so they can engage with customers more effectively or streamline internal operations. But this research also showed more than half (54 per cent) of Middle East organisations reported wasted digital investments.

The reason for this may simply be a misalignment of priorities. Of all the reasons cited for getting into digital transformation in the first place, only 42 per cent said they were trying to improve the employee experience (productivity, satisfaction, and retention). Failing to leverage the human advantage sets a business up for a fall. So, let’s look at three ways to remedy this.

01. KPIS THAT FIT

To deploy technology in the hope that it will fix employees’ daily issues is to put the cart before the horse. Just as you would approach customer engagement by trying to empathise with customers first (by observation, push polls, social listening, or feedback), companies must consult employees to learn their pain points and design a transformation process that can deliver genuinely useful digital tools into their hands.

Every stakeholder should be part of the process so KPIs can reflect the concerns, biases, and comfort levels of everyone who may be impacted by the change. Timelines should be realistic, and expectations should be aired and managed. Goals should be mutual and clearly understood by all. But most importantly, all this should be subject to change.

Transformation should happen in carefully designed steps. That way lessons can be learned, and the direction of the programme can be adjusted. In the longer journey, we should look for acceleration rather than transformation. Define what success looks like for each step and judge outcomes accordingly.

The needs of each user should be baked into the design of each step and the overall programme. A glance at history will show us the progress we have made from the days when coders and sysadmins occupied different spaces. We then saw the emergence of DevOps followed by DevSecOps.

DAVID BOAST

MENA, ENDAVA

Today, we have DevSecFinOps. These formal, multi-disciplined approaches are attempts to preempt interdepartmental conflict over the results of digitisation.

02. UPSKILLING FOR ALL

If you are after human-centricity, then professional development should be top of mind. Digitisation has many forms, and each business is different. But it is difficult to envisage a digital solution that does not require human talent for at least part of its operation. Upskilling can be part of the programme from the beginning. Continuous learning — note, not just once a year — allows people to be part of the solution. Remember, these are the same people who have already shared their pain points. You can now empower them by letting them learn new skills that will support the operation of enabling technology, which demonstrates that the tech is not there to replace them but to augment them.

IDC tells us that more than half (56 per cent) of organisations anticipate negative revenue impact from skills shortages. Peoplecentric transformation resolves this through upskilling. A list of skills deficiencies and strategies to address them should be part of every digitisation step. Popular targets for adoption – “FOMO tech” if you like – simply cannot be rolled out in isolation. Retraining will be critical in reaping their full potential, especially when it comes to AI, which brings with it an array of issues, from responsible utilisation to compliance.

03. A PARTNER TO SHARE THE LOAD

TWO IN THREE (67 PER CENT) BUSINESSES

NOW CONSIDER THEMSELVES

DIGITAL-FIRST ENTERPRISES

We follow a model of shared success and investment in digitisation outcomes. For the reasons laid out here, we believe that an organisation cannot realistically meet all the demands their digital-business ambitions place on them. At least, not without help. They must weigh so many market pressures and anticipate future headwinds. Economic downturns and inflation may be confined to Europe and the Americas for now, but that could change. And the competition for talent is always present. It makes sense, therefore, to look

“IF YOU ARE AFTER HUMAN-CENTRICITY, THEN PROFESSIONAL DEVELOPMENT SHOULD BE TOP OF MIND. DIGITISATION HAS MANY FORMS, AND EACH BUSINESS IS DIFFERENT. BUT IT IS DIFFICULT TO ENVISAGE A DIGITAL SOLUTION THAT DOES NOT REQUIRE HUMAN TALENT FOR AT LEAST PART OF ITS OPERATION.”

to the regional partner ecosystem. External technology partners can support a visionary enterprise as it digitises. They are independent, knowledgeable, and bring alternative approaches that can accelerate digital transformation initiatives. Partners augment and assist, plugging skills and resource gaps. They empower organisations to achieve lift-off and meet goals. The end benefits are widely known – optimised processes, reduced costs, and increased revenues.

THE HUMAN ADVANTAGE

People-centric digitisation is a virtuous circle that flows from stakeholder collaboration to staff engagement to tangible benefits for customers. The digital innovator takes what customers tell them and returns to collaborative huddles, and so on. Benefits accrue to the entire supply chain. In an all-encompassing transformation such as this, it would be impractical to leave out any stakeholder, from the most senior to the most junior. Frontline employees are closer to the gears of business. They see them turn and they see them stick. The importance of their buy-in cannot be overstated. Their engagement, likewise.

Every business in the region is in a constant struggle to attract the best talent. At the same time, each of these enterprises is under pressure to digitally transform so they can bring greater value to customers. People-centric transformation is a way of addressing both concerns – involving every employee, including those that have the greatest customer contact, to ensure your people are part of the solution.

Empowered employees ensure the benefits of technology investments propagate their way through the value chain and reach customers. Then, and only then, will your organisation be the butterfly you aspire it to be.

READY TO EMBARK ON THE AI PATH?

Here are five key considerations to create successful AI strategies for your company

With the amount of hype that’s surrounded artificial intelligence (AI) and generative AI over the last year, people would be forgiven for rushing to adopt the first AI solution they looked at. AI projects involve data and massive amounts of it to boot. This data goes on a complex journey before it reaches AI usability and organisations need to ensure they have the tools and processes in place to make it successful. In addition, there are many other things to consider: usability,

getting value, proving ROI and managing sustainability. This guide examines five areas to focus on to get maximum value from AI initiatives.

01. DESIGN FOR FLEXIBILITY – DON’T GET TIED DOWN

In a fast-paced industry, technology professionals are no strangers to moving quickly. While this pace is exciting, in the world of AI, the tools, models and methods used are di erent today than they were even a year ago. Anticipating this and building flexibility into planning

cycles, systems and processes is essential to getting value from any AI project.

Don’t try to build a solution that fits strictly the requirements of today, because this solution could quickly become obsolete and potentially fail if it can’t adapt to the constant changes in the AI space. If an investment was made two years ago – what’s happening with it now – is it still usable and driving business value? Build with the most flexibility possible, for the unknown and unexpected situations, so that the organisation can adapt as needed.

02. INCORPORATE FLEXIBLE CONSUMPTION MODELS

The fast pace of change mentioned makes planning large-scale investments a potentially risky expense. The market is moving much faster than the traditional purchasing cycle for many companies and so how

“ORGANISATIONS NEED TO PUT METRICS TOGETHER BEFORE THEY START EXPERIMENTING, DEFINING THE PARAMETERS AND SUCCESS FACTORS, THE SAME AS ANY OTHER BUSINESS ISSUE.”

technology is consumed is another factor that needs to be flexible.

Whenever possible, avoid being tied down by CapEx investments, which can be riskier when it comes to AI. The resources may sit unused for many months and may need to cater to different requirements as the project, use cases and ecosystem evolve.

A flexible consumption model will enable organisations to flex up and down as required and change requirements as projects evolve. Not only that but they will be backed up by service level agreements to provide customers with more reassurance that vendors are there to support them.

03. INCORPORATE SUSTAINABILITY INTO PREPARATION

There used to be three dimensions infrastructure managers would care about capacity, performance and cost. Now power efficiency is the four dimension and it’s as important as the other three in storage decision-making, especially when it comes to “power-hungry” AI.

The demands on power and cooling from AI projects are at ridiculously high levels. We hear about it from every customer – they need to drive efficiency in every area they can while using AI. The data centre designs from ten years ago aren’t fit for purpose in this regard

– they were never designed to be used in this way and organisations need many times the KW per rack capacity than they did years, or even months ago. Every KW that can be saved on storage and networking is a KW that can be used for compute resources to run AI.

Add to this the rising electricity costs to power and cool data centres, as well as the increasing limitations on building new data centres, and organisations should be looking for the most power-efficient technology available which fits into the smallest footprint.

04. BUILD THE RIGHT TOOLS AND PLATFORMS TO IMPROVE HOW DATA SCIENTISTS SPEND THEIR TIME

Training AI is resource-intensive and generally requires expensive graphics processing units (GPUs). Organisations are therefore aware of the need to optimise GPU resource utilisation. There is however another resource that is as important to optimise: data scientists’ time, since they spend more time loading, cleaning and experimenting with data than they spend training and scoring AI models.

To make the data preparation part of the process smooth and efficient, the AI platform team will need to build the necessary tools and platforms. Like developers, data scientists would rather have instant

DON’T TRY TO BUILD A SOLUTION THAT FITS STRICTLY THE REQUIREMENTS OF TODAY, BECAUSE THIS SOLUTION COULD QUICKLY BECOME OBSOLETE AND POTENTIALLY FAIL

IF IT CAN’T ADAPT TO THE CONSTANT CHANGES IN THE AI SPACE

access to resources; instant results; and self-service to perform their work quickly and efficiently. AI platform engineers will need to build an ‘as-a-service’ AI tooling platform that does this, further bolstering the earlier argument in favour of a flexible consumption model.

Another consideration is where the data sits: on-site or on the cloud. Using GPUs in the public cloud is an extremely expensive resource. It would be useful for an experiment, but for intensive or long-term work, it’s not the right workload for cloud use.

05. BUILD ROI MODELS

This should go without saying –but no one should rush into an AI project without building a solid business case with metrics and return on investment. Those who hurry to adopt because of the hype, risk their efforts being wasted. As ever, this comes back to business strategy: what is important for the business, internally and for customers, and what is physically possible with the resources available. This includes both computing and skilled people. Organisations need to put metrics together before they start experimenting, defining the parameters and success factors, the same as any other business issue.

PLANNING FOR AN UNKNOWN FUTURE

Of course, every organisation is planning without knowing the future. Nowhere is this more true than in AI. The pace of change, the skills shortage, and the complex landscape mean that what works now, is likely to change in the future and organisations need to ensure they have planned, prepared and builtin flexibility to meet the changing needs. There are certain elements that organisations want, which will never go away, including ease of use, sustainability and proving ROI.

If AI managers can plan and incorporate technology which ticks these boxes, they’re well on the way to successful AI implementation.

DRIVING A CLOUD-POWERED FUTURE

Cloud adoption in the Middle East is significantly transforming the digital landscape – but what does the road ahead look like?

The imperative for adopting cloud technologies has become increasingly evident in today’s rapidly evolving business context, driven by factors including remote working, enhanced data analysis and cybersecurity, and the need

to create more efficient and resilient supply chains. We have moved beyond the stage where cloud adoption is merely advantageous – it is now essential for businesses as they navigate the modern digital economy.

In the Middle East, nearly 68 per cent of companies surveyed

within our EMEA Cloud Business Survey 2023 said that they plan to migrate most of their operations to the cloud within the next two years. However, there are also more specific reasons why the region is quickly warming up to cloud solutions.

Countries in the Middle East have set out strategic national visions, such as Saudi Vision 2030 and the UAE Centennial 2071, which define specific goals for technological advancement. Cloud services play a pivotal role in achieving these targets, helping organisations streamline operations, improve efficiency and spark innovation.

Additionally, the region is pioneering the development of smart cities within its giga-projects, leveraging cloud technology to underpin smart infrastructure. This includes initiatives aimed at enhancing public services, implementing intelligent traffic management and promoting enhanced connectivity.

Across the region, governments, and organisations in sectors such as healthcare and education are digitising to improve and create smart services. For example, Saudi Arabia has targeted to digitise 70 per cent of patient activities by 2030 to reduce human dependence and to automate many healthcare services. The cloud is an essential element and accelerator to achieve these objectives, to create centralised access to information.

Saudi Arabia and the UAE are also leading the pack when it comes to introducing legislations that require certain categories of data to be stored within national borders.

Local data centres, powered by the cloud, help companies meet their compliance obligations.

Hyperscalers (large cloud service providers) are capitalising on this development by launching cloud data centres across the

region. The top three global cloud providers (Azure, AWS and GCP) are set to have their presence in Saudi Arabia with Google Cloud launching its Saudi Arabia Region in 2023 and Microsoft and AWS announcing their plans to invest in the Saudi cloud data centre region over the next couple of years.

THE NEXT STAGE OF GROWTH

Some would argue that this is only the beginning. By 2028, the global cloud market is expected to be valued at $1.266tn, compared to $626.46bn in 2023.

Organisations in the Middle East are finding more and more innovative ways of using cloud technology.

Our research has found that around 90 per cent of companies in the region have moved beyond the “lift and shift” strategy of moving existing applications to the cloud and are now modernising their applications and/or creating new, cloud native solutions. For instance, organisations are beginning to diversify their cloud portfolios, using multiple providers and combining on-premises infrastructure with public and private clouds. This is allows them to optimise performance and security in a cost-efficient way.

Another trend is the evolution of the one-size-fits-all cloud approach into a more tailored approach as specialised digital ecosystems begin to emerge, catering to the unique needs and regulatory requirements of sectors, including healthcare, finance and manufacturing.

“EDGE

PAWAN JAIN

DIRECTOR - CLOUD & DIGITAL INFRASTRUCTURE

PWC MIDDLE EAST

BY 2028, THE GLOBAL CLOUD MARKET IS EXPECTED TO BE VALUED AT $1.266TN, COMPARED TO $626.46BN IN 2023

SAUDI ARABIA HAS TARGETED TO DIGITISE

70 PER CENT OF PATIENT ACTIVITIES BY 2030 TO REDUCE THE HUMAN DEPENDENCE AND AUTOMATE MANY HEALTHCARE SERVICES

IN THE MIDDLE EAST, NEARLY 68 PER CENT OF COMPANIES SAID THAT THEY PLAN TO MIGRATE MOST OF THEIR OPERATIONS TO THE CLOUD WITHIN THE NEXT TWO YEARS

Edge computing, which moves computer storage and processing to the edge of the network, as close as possible to data sources, is playing an increasingly pivotal role in hybrid cloud adoption as the internet of things (IoT) proliferates. Cloud providers are further expected to offer quantum computing services, which will give businesses access to unprecedented computational power.

The use of cloud-native tools, DevSecOps, microservices and serverless computing adoption will increase to allow developers to focus solely on code creation, reducing operational overheads and enhancing agility. This is expected to become the preferred model for deploying lightweight applications on the cloud, encouraging rapid innovation.

COMPUTING, WHICH MOVES COMPUTER STORAGE AND PROCESSING TO THE EDGE OF

THE

NETWORK,

AS

CLOSE AS POSSIBLE TO DATA SOURCES, IS PLAYING AN INCREASINGLY PIVOTAL ROLE IN HYBRID CLOUD ADOPTION AS THE INTERNET OF THINGS (IOT) PROLIFERATES. CLOUD PROVIDERS ARE FURTHER EXPECTED TO OFFER QUANTUM COMPUTING SERVICES, WHICH WILL GIVE BUSINESSES ACCESS TO UNPRECEDENTED COMPUTATIONAL POWER .”

There is also the advent of emerging technologies, such as artificial intelligence (AI) and machine learning (ML), blockchain and the metaverse. Cloud providers are already offering AI and ML services, but the scalability and accessibility of cloud platforms make them ideal for deploying large-scale AI and ML workloads, which will redefine business operations. Meanwhile, cloud platforms will allow businesses to better implement secure and transparent de-centralised blockchain solutions.

Finally, the convergence of the metaverse and digital twin technologies, powered by cloud computing, holds immense promise for transforming the way we interact with virtual environments and replicate physical spaces in the digital realm. These trends signify a paradigm shift in how businesses across the Middle East use cloud technology and solutions to drive growth and stay competitive in a rapidly changing world. The cloud promises to reshape industries and redefine the possibilities of the digital age. Our precise journey to the cloud will be dictated by technological advancement, regulation, and strategic imperatives, but the future promises to be one of innovation, scalability and agility.

LEARNING CURVE

Here are four lessons the cloud can teach us about adopting Gen AI

Generative AI (Gen AI) has made the Gulf region sit up and take notice. Even to nontechnologists, AI is now making its promise of eventually surpassing the human capacity for initiative and creativity. As of December 2023, the GCC Gen AI market was projected to be worth $430m and rise to $2bn by 2030 – a CAGR of almost 25 per cent. Drawing on estimates for overall regional AI spend, we can say that for every $8 spent on AI in 2030, $1 of it will be invested in Gen AI. These figures suggest the hype is alive and well and will remain so for the foreseeable future. That means

SIMON MORRIS VP SOLUTION CONSULTING SERVICENOW

technology and business leaders have some decisions to make.

As they gather to make their plans, there is some good news for these stakeholders. They have a template to follow because Gen AI is not the first technology to put decision makers in a bind, caught between risk management on one side and a runaway adoption trend on the other. Cloud computing was met with the same mix of enthusiasm and trepidation in the mid-2000s, but flash forward two decades and it saved countless businesses from ruin during the Covid pandemic. So let us learn some lessons from cloud migration and apply them to Gen AI.

01. AN OPERATIONAL INVESTMENT

Gen AI, like cloud computing before it, has an appeal that spans industries and scales. From the smallest retailer to the largest telecoms company, it has something to offer.

Before cloud computing, any IT investment was in the form of significant capital-intensive outlays. But over time, the cloud drew in more and more businesses that recognised the advantages of more sustainable operational expenditure. Offered as a cloud-native service, Gen AI has the potential to attract adopters in a similar way – as an opportunity to convert investments from CapEx to OpEx, while still gaining benefits like enhanced productivity and lower costs.

SOME CLOUD ADOPTERS FAILED TO ACCOMPLISH THEIR IMPLEMENTATION GOALS WHILE OTHERS WERE MORE SUCCESSFUL. THE DIFFERENCE BETWEEN THE TWO WAS HAVING THE RIGHT SKILLS IN PLAY.

02.

A REVITALISATION OF SECURITY

Gen AI ingests data at a monumental rate. Its success depends upon it. But GCC regulators are clear on where, when, and how data can be used. Privacy laws in Gulf states are consumer-centric, and ecommerce business models are now so common that PCI DSS will also apply in most cases. And then there are international standards such as GDPR. The question of data security is no longer abstract. It is a core business function.

This focus on the safety of data reflects the early days of cloud adoption. Technology and business leaders dwelt long on the issue of trust and devised ways of amassing and analyzing the required data to add value while still reassuring customers of its safety. They resolved these issues primarily by partnering with providers that gave the right guarantees and commitments to give confidence to cloud adopters. Gen AI’s adoption is in the nascent stages but lessons from cloud computing are clear. Data management and security must be at the top of the corporate agenda.

03.

INVEST WISELY

Cloud migrators had plans. They drew up roadmaps that included every prerequisite – skills,

AS OF DECEMBER, THE GCC GEN AI MARKET WAS PROJECTED TO BE WORTH $430M LAST YEAR AND RISE TO

$2BN BY 2030

FOR OVERALL REGIONAL AI SPEND, WE CAN SAY THAT FOR EVERY $8 SPENT ON AI IN 2030, $1 OF IT WILL BE INVESTED IN GEN AI $1 AI

vendors, technologies – and every step taken. Some cloud adopters failed to accomplish their implementation goals while others were more successful. The difference between the two was having the right skills in play. It is well known that the GCC region faces a shortage in science, technology, engineering, and math (STEM) skills, especially in AI. But those AI skills will be critical in understanding data lifecycles, AI regulations, and other areas. Managing data to train a large-language model is a tricky proposition. However once the right resources are in place, organisations will experience smoother transitions.

04. CONTRAST AND COMPARE

on-premises infrastructure. Today, this comparison has reversed itself. However, we are now in a position to evaluate Gen AI by looking at its various proven use cases. It is capable of idea generation, taking part in brainstorming just as humans can. It can rate, rank, and recommend, summarising huge data sources into useful reports and journals and giving advice backed by chains of logic, much as human consultants can do.

Gen AI can also generate content for us – dra t emails, social posts, and responses to IT ticketing-service requests. Organisations should review the proven use cases to find out whether their individual objectives align with what has already been achieved.

IN YOUR OWN TIME

GEN AI CAN ALSO GENERATE CONTENT FOR US – DRAFT EMAILS, SOCIAL POSTS, AND RESPONSES TO IT TICKETINGSERVICE REQUESTS

When a trend takes hold, it is natural to expect a rapid time to value once you board the train. The hype cycle goes from initial anticipation to early adoption to widespread caution. That caution, however, can lead to some being the last to board, when all the good seats are taken. No organisation wants to be in that position. A range of surveys suggest Gen AI is in the early stages but that will not mean that there are no enterprises wringing their hands, anxious to move.

Just as for the cloud, it pays to be well-informed on Gen AI because misinformation is bountiful. In its early days, the cloud was thought to be less cost-e ective, less secure, and less reliable than legacy,

Gen AI’s adoption journey is no di erent to any other. Having addressed the similarities here between the new tech and cloud migration, I hope I have given you a strong foundation for your 2024 expedition into this exciting new area. It helps to familiarise your teams with foundational AI before branching out into Gen AI and its predictive intelligence, statistical analysis, and natural language understanding capabilities. Rather than trying to figure out where to incorporate the latest and greatest, ask what business problem you are trying to solve first, and then figure out where Gen AI fits. If you move prudently, you can change the game and win the game in a single stroke.

FROM BUZZWORD TO BUSINESS ADVANTAGE

We showcase key tips from AI early adopters to help IT teams focus on the benefits rather than the hype

Few topics could rival the clutch that artificial intelligence (AI) has had on humanity’s collective attention through 2023 – an achievement for which it was named the ‘word of the year’ by Collins Dictionary. It’s therefore easy to overlook that in terms of the promises it has claimed to deliver on, artificial intelligence is still very much in its infancy. Consequently, tech pros often find themselves pulled in two different directions.

On the one hand, they feel a need to act with urgency to implement

AI-powered solutions to enjoy the benefits of increased productivity and efficiency. But at the same time, there is hesitancy about the potential unintended consequences of AI and the risks involved with implementing potentially unproven tools too quickly.

ADOPTION IS INEVITABLE

Whether or not to embrace AI is no longer the question. After all, AI spending in the Middle East and Africa is forecasted to increase at a CAGR of 29.7 per cent over the 2022–2026 period. Instead, tech pros are

now struggling to answer the question of whether they are adding AI solutions into processes too aggressively or at exactly the rate innovation demands. The push and pull of AI can be exhausting. Being too cautious risks falling behind competitors who are more boldly embracing AI. Move too quickly and your team risks stumbling on implementing new – and, in some cases – largely unproven AI tools.

While Middle East economies have largely bucked the global trend, enterprises in the region must still seek to maximise productivity, performance, growth potential, and interconnectivity. As software companies increasingly integrate AI features into their products and digital ecosystems evolve at a breakneck pace, tech professionals continue to struggle to understand how solutions available on the market can address the specific challenges they face.

With constrained resources, limited time, and mounting workloads due to increasingly complex environments, IT teams have embraced AI tools to provide a critical lift. AI can pre-define processes, automate repetitive workflows, set reminders, filter, and tag projects, helping team members focus on other important business needs. AI-powered IT service management features can support troubleshooting and guided incident resolution. AIOps is already hard at work helping with proactive digital services management and paving the road toward autonomous operations, which will require little to no human intervention.

The IT sector is also beginning to understand how the benefits of advances in natural language processing can aid DevOps, SecOps, and CloudOps teams.

While already highly effective in IT, AI has historically had a long adoption timeframe, like other emerging technologies. IT teams that have successfully integrated AI, offer lessons for others seeking to understand how to strike the balance on how quickly to implement

WHILE AI MAY BE THE MOST POPULAR BUZZWORD IN TECH RIGHT NOW, IT’S A RELATIVELY YOUNG TECHNOLOGY THAT HOLDS PLENTY OF PROMISE. BY 2030, AI IS EXPECTED TO CONTRIBUTE AN ESTIMATE $320BN TO THE MIDDLE EAST’S ECONOMY

AI solutions for tasks previously managed by humans. To make sure your organization can win with AI, consider the following steps:

01. Analyse your needs and understand what challenges you are seeking to overcome: No one rushes out to buy a new car. Instead, you look at the various models on the market and think about which ones meet your driving needs. This is the same approach organisations should take when considering how to deploy AI. Our customers have found that IT teams can save an average of 23 hours per week on IT service management tasks. However, you must think critically about where best to deploy AI.

02. To decide where AI is most helpful, you first must audit your organisation and learn where that extra productivity would be most impactful. AI can help save costs and quickly provide a return on investment if you approach it correctly and deploy it where the need is greatest. By understanding the unique challenges your organisation faces, you can better determine where and how AI can be most impactful.

03. Understand AI can’t replace your team. Rather, when implemented well, AI becomes part of your team: With a PwC study highlighting that 46 per cent of UAE organisations, and 58 per cent of Saudi organisations face a skills shortage, it’s tempting to think that AI could plug shortfalls in the workforce. However, when it comes to adopting AI, prioritising ethical implementation is critical. That means making the tools part of your

“AI CAN PRE-DEFINE PROCESSES, AUTOMATE REPETITIVE WORKFLOWS, SET REMINDERS, FILTER, AND TAG PROJECTS, HELPING TEAM MEMBERS FOCUS ON OTHER IMPORTANT BUSINESS NEEDS.”

team rather than a replacement for human team members. Our human teams will always make up the core of a successful business.

AI is not a replacement for human critical thinking. We can’t abandon the creativity driving successful human teams. Rather, AI should be a tool that enhances a team’s creativity. AI is helping to automate mundane tasks, but humans will continue to play the role of creativity driver.

04. Keep your finger on the pulse of AI: New AI developments are happening almost every day. Teams need to stay up to date on the latest developments, such as Abu Dhabi making Falcon 40B – a foundational large language model (LLM) with

40 billion parameters and trained on one trillion tokens – available open source for research and commercial use. This can be as simple as following a few trusted reporters or subscribing to newsletters covering updates and new solution providers offer. Remaining up to date on the latest developments is critical to ensuring teams are getting the most out of the AI technologies they deploy.

05. Don’t be afraid to change the plan once it’s in motion: Every organisation is responsible for keeping its finger on the pulse of industry shifts and customer needs. It is critical to continue to evolve and grow as these needs change. As your company prepares to use AI to reach the next level, ensure there’s a strong foundation to build on that allows you to quickly adapt.

KEEP IN MIND...

AI SPENDING IN MIDDLE EAST AND AFRICA IS FORECASTED TO INCREASE AT A CAGR OF 29.7 PER CENT OVER THE 2022–2026 PERIOD

While AI may be the most popular buzzword in tech right now, it’s a relatively young technology that holds plenty of promise. By 2030, AI is expected to contribute an estimated $320bn to the Middle East’s economy. Tech professionals must therefore be prepared to deal with the push and pull. When getting started with AI, as with any new technologies, you should keep in mind one of the Information Technology Infrastructure Library guiding principles: Start where you are. Take stock of the solutions and tools already available. Communicate with your teams regularly. Share the latest developments in AI and automation tools with them, so that any implementations are less jarring and easier to acclimate to. In other words: Don’t stall innovation, but don’t spend your whole technology budget on new AI tools until you have a plan for how you’ll use them.

Regardless of how strong of a pull AI has on us these days, the process of adoption is about endurance –keeping up momentum for the long haul without getting exhausted.

AN E-XCEPTIONAL VISION

From the Vision EQXX to autonomous cars, Mercedes-Benz is ahead of its peers on the journey to the future of mobility. Here, the automaker’s CTO Markus Schäfer shares its focus on pioneering innovation and sustainable transportation

By Neesha Salian

MARKUS SCHÄFER

CTO

MERCEDES-BENZ

Q&A

Featuring an impressive range of more than 620 miles (1,000 kilometres) on a single charge and an energy consumption of less than 10 kWh/100 kilometres, the MercedesBenz Vision EQXX represents the next generation of electric mobility. The advanced prototype boasts superior powertrain e ciency – from battery to wheels. It features a remarkable drag coe cient of 0.17 and a lightweight bionic design. The user experience, powered by its advanced so tware-driven interface, is also next-gen, seamlessly integrating real-time data to enhance the driver’s interaction with the vehicle. The car’s solar roof features 117 solar cells that power many of the ancillaries, reducing the energy drain on the high-voltage system and enhancing overall e ciency.

Mercedes-Benz showcased the EQXX at LEAP 2024 held recently in Saudi Arabia in collaboration with telecom operator Mobily. During the event, the electric vehicle (EV) embarked on its third road trip from Riyadh to Dubai to demonstrate its capabilities, leaving in its wake zero emissions and high expectations. It delivered on all counts, as it has on both its previous European sojourns in April 2022 (when it debuted on open roads) and later in June the same year.

The 1,010-kilometre (627.6 miles) journey, which concluded at the Mercedes-Benz Brand Center in Dubai, lasted 14 hours and 42 minutes. The vehicle le t Riyadh at 4.15 am with a full battery. It arrived in Dubai at 7.57 pm, with 309 kilometres (192 miles) of range still le t, navigating its way through busy city roads and highways through the open desert.

Despite driving in ambient (desert) temperatures of up to 34 degrees Celsius, the vehicle bested its previous record by a considerable margin. The car’s advanced thermal management and intelligent on-demand system kept the electric drivetrain and cabin cool.

With its performance consistently ticking all the boxes, the EQXX is more than just a concept car or prototype, it represents the auto giant’s commitment to creating sustainable transportation, says Markus Schäfer, CTO Mercedes-Benz. We had the opportunity to speak to Schäfer ahead of the EQXX’s trip to Dubai. He shared how the EV is a key part of the brand’s commitment to drive the future of electric mobility. He also shed light on how AI and autonomous technologies are further transforming the automotive landscape. Here are excerpts from the discussion.

Why is the Vision EQXX an important milestone for the company?

The automotive industry is amidst a transition, and EVs are at the forefront of this evolution. The EQXX represents a pivotal milestone in electric mobility. The record-breaking EV is not just a prototype, but a key part of our technology programme at Mercedes-Benz. As the inventor of the automobile, we are paving the way for the electric future. EQXX marks our relentless pursuit of pushing the limits and redefining what is possible. Through rigorous innovation and engineering excellence, the EV has achieved remarkable feats, including completing several record drives spanning over 1,200 kilometres on a single battery charge. This achievement underscores our goal to maximise the e cient use of electric energy, thereby extending the range, and enhancing the viability of electric vehicles for everyday use.

Moreover, the EQXX’s journey from Riyadh to Dubai symbolises our confidence in its capabilities and our eagerness to showcase its performance on a real-world scale.

Tell us about the company’s consistent focus on sustainability.

Since 2018, Mercedes-Benz has been spearheading a transformational path towards sustainability, marked by the introduction of Ambition 2039. This strategic vision outlines our commitment to achieving net-zero carbon emissions across our entire value chain by the year 2039, with electric mobility playing a pivotal role in our sustainability agenda.

Achieving this goal requires a multifaceted approach, combining technological innovation, collaboration with our suppliers, and the widespread adoption of electric vehicles powered by renewable energy sources.

“THE RECORD-BREAKING EQXX IS NOT JUST A PROTOTYPE, BUT A KEY PART OF OUR TECHNOLOGY PROGRAMME AT MERCEDES-BENZ.”

What are the other areas where the company is driving transformation?

The future of electric mobility is a convergence of two pivotal trends: the digitalisation of automobiles and the transition to electric drives. These are not just trends but fundamental shifts that are reshaping the automotive landscape. At Mercedes-Benz, we see ourselves as leaders in propelling this transformation forward.

In terms of digitalisation, artificial intelligence (AI) is helping enhance customer experiences and streamline our operations. Recognising the paramount importance of customer satisfaction, we’ve embarked on a journey to own the software of our cars. With the introduction of our proprietary operating system, MB.OS, we are set to achieve a significant milestone, enabling us to leverage AI to its fullest potential.

From autonomous driving to infotainment and beyond, AI is deeply embedded in our software, enabling us to deliver unparalleled customer experiences while optimising our internal processes.

Moreover, partnerships play a pivotal role in our technological endeavours. As we expand our global footprint, we understand the importance of catering to diverse preferences and local needs. Our in-house software stack provides us with the flexibility to collaborate with various partners worldwide while maintaining a consistent and seamless user experience across different regions. In terms of research and development, our commitment to innovation is unwavering. With an annual investment of between EUR7-8bn, we’re channelling resources into pioneering new technologies and platforms.

What are the other key trends you see emerging in the automotive sector?

Two significant trends stand out, and they include the rise of immersive experiences and the advancement of autonomous driving technology.

There’s a pronounced shift towards creating immersive experiences within vehicles, particularly in the realm of electric-connected vehicles. It’s not just about enhancing audio or video experiences; it’s about creating multi-sensory experiences that transcend the traditional automotive setting. Imagine yourself in a ‘mobile’ theatre where every element, from sound to scent, contributes to a multidimensional experience tailored to your preferences.

At Mercedes-Benz, we’re pioneering this concept of an intelligent car, a companion that engages, assists, and entertains, ultimately enhancing your safety, productivity, and relaxation on the road.

Secondly, the rise of autonomous driving technology represents a monumental leap forward in automotive innovation. We’re witnessing a progression from basic driver assistance systems to more advanced autonomous capabilities, particularly between level two and level three autonomies.

We have emerged as a leader in this domain, becoming the first company to receive permits for level three autonomous driving (Drive Pilot) in select regions for the S-class sedan and EQS in Germany, and California and Nevada in the US. With the ability to legally hand over driving responsibilities to the vehicle, passengers can now engage in various activities previously restricted by the need to focus on the road. This opens a world of possibilities for visual content consumption and redefines the in-car experience.

What other goals is the company working towards?

For 138 years, Mercedes-Benz has meticulously cultivated its brand. Our three-pointed star symbolises not just luxury but a legacy of excellence, safety and quality.

As we venture into a new era defined by electric, connected and hyper-personalised vehicles, we remain steadfast in preserving what made us strong while embracing the modern features of e-mobility, connectivity, and intelligence. Our journey ahead is one of evolution, propelled by innovation, collaboration, and a commitment to delivering exceptional experiences to our customers.

As we expand our presence, particularly in regions like Saudi Arabia and the Middle East, we recognise the immense potential for collaboration with local technology leaders and regulators. Building strategic partnerships across various sectors is pivotal in shaping the future of mobility. We believe in a collaborative approach that brings together auto companies, technology firms, governments, regulators, and energy providers to create a sustainable and connected future for mobility.

THE EQXX HAS ACHIEVED REMARKABLE FEATS, INCLUDING COMPLETING SEVERAL RECORD DRIVES SPANNING OVER 1,200 KILOMETRES ON A SINGLE BATTERY CHARGE Pics: Supplied

SAUDI TELCO SALAM EYES FUTURE IPO

Salam’s chief executive officer, Ahmed Al-Anqari, gives us insight into how his company is growing, and betting on end-to-end services

By Gareth van Zyl

AHMED AL-ANQARI

CHIEF EXECUTIVE OFFICER

SALAM

Salam is a major telecommunications player in Saudi Arabia that is experiencing strong growth in both the fixed-line and mobile telecommunications space.

It has connected around 700,000 households to fixed line and fibre-to-the-home services over the years. In 2021, the company secured a mobile virtual network operator (MVNO) licence and launched Salam Mobile to the market.

This has helped the company become a full end-toend telecoms provider as it is also pushing into the cloud market. All of this has been achieved in a relatively short space of time as the company launched in the kingdom in 2005.

In this interview, Salam CEO Ahmed Al-Anqari gives us insight into some of the 31 agreements that his company signed at LEAP 2024 to support Saudi Arabia’s digital transformation agenda.

He also gives us an inside track into how Salam is implementing AI into its contact centres as well as the company’s plans to go public in the coming years.

Salam is a telecommunications player in Saudi Arabia, but with a di erence in that you operate in both the fixed-line and mobile network arenas?

Salam is a telecoms service provider in Saudi Arabia. We have been a fixed service provider for 18 years now, but we recently also received a mobile licence. Today, we are providing end to end telecoms services to the Saudi market.

And you operate as a MVNO as well?

Since we started, we provided fixed services to our

customers in the B2B and the government sector and also for the consumer segment. We started providing an FTTH service in 2017, where we connected around 700,000 households around the kingdom. We have fibreoptic everywhere. And in 2021, we received a licence for an MVNO to complement our o ering and provide a full service to our customers. We have started with an MVNO but we have an ambition to become a full mobile network operator (MNO). When we started our MVNO, we signed with Zain as a host. We also provide our services for B2C. And at LEAP 2024 in Riyadh, we also launched our B2B product for mobility.

And just on the topic of LEAP. It’s turned out to be a massive technology show in this part of the world. What is the importance of an event such as this in your home market?

We are proud to be part of this conference, and we have been with them since the start. This year, we’ve also been a strategic partner for LEAP. This is one of the fastest-growing and most important technology conferences in the region. And with announcements about cloud and hyperscale investment in Saudi Arabia, we at Salam are very happy about these developments here. This will result in more demand in connectivity which is a key service o ering for us at Salam. We signed multiple memorandums of understanding and deals at LEAP as well. The most important of these is a partnership agreement with the security arm of Aramco Digital.

Can you tell us more about this deal?

We are planning to build and develop our security project using their technology and we will have a go-to-market agreement with them in the future.

IT HAS CONNECTED AROUND 700,000 HOUSEHOLDS TO FIXED LINE AND FIBRE-TO-THE-HOME SERVICES OVER THE YEARS

“THIS YEAR, WE’VE ALSO BEEN A STRATEGIC PARTNER FOR LEAP. THIS IS ONE OF THE FASTESTGROWING AND MOST IMPORTANT TECHNOLOGY CONFERENCES IN THE REGION. AND WITH ANNOUNCEMENTS ABOUT CLOUD AND HYPERSCALE INVESTMENT IN SAUDI ARABIA, WE AT SALAM ARE VERY HAPPY WITH THAT.”

One of the big themes at LEAP this year is artificial intelligence. What is your company doing in terms of approaching artificial intelligence?

This new wave of the AI era is definitely changing everything. At Salam, we started with implementing AI in our contact centres. Using AI will help us to speed up and enhance our performance and provide better services to our customers. We will start the project within three months and we plan to expand it to other systems.

Post-LEAP, what are the goals Salam aims to achieve ?

We are working on listing on the Saudi stock market and this is very important and could happen in 2024 or 2025. From a product or commercial point of view, we want to expand our value o ering. For Salam, this is the year of growing and opening up new opportunities and new revenue generation. We are focusing on cloud and AI heavily as well.

NAVIGATING THE AI PATH

Artificial intelligence and data are so intrinsic to businesses today, in how they operate and in what they fundamentally offer, that enterprises have a huge range of opportunities to change and improve what they do now, shares Lan Guan, Chief AI Officer, Accenture

By Neesha Salian

LAN GUAN CHIEF AI OFFICER ACCENTURE

Q&A

As Accenture’s chief AI o cer, Lan Guan works closely with companies across industries and geographies to develop data and AI strategies that drive value and growth. Guan also serves on the advisory board of the AI4All, a nonprofit organisation dedicated to increasing diversity and inclusion in AI education, research, development and policy. Gulf Business spoke to Guan, who was at LEAP 2024, to showcase how AI should be driving enterprise reinvention. Here are excerpts from the discussion.

Tell us what Accenture showcased at LEAP 2024. What did you focus on during your talk?

At Leap 2024, we turned the spotlight on our Gen AI strategy, emphasising the firm’s commitment to driving enterprise reinvention through data and AI. As the chief AI o cer, my focus is on highlighting the significant impact of AI across various fronts. We are investing $3bn in data and AI over the next three years, underscoring our dedication to scaling impact and driving value across the entire value chain.

During my presentation at LEAP, I emphasised the importance of moving beyond siloed use cases and focusing on scaled impact. We discussed how businesses should prioritise enterprise reinvention and leverage cloud, data, and AI capabilities as foundational elements. Additionally, I underscored the importance of addressing workforce reskilling and upskilling to thrive in the era of Gen AI, emphasising the importance of responsible AI practices.

We also delved into the societal impact of Gen AI, discussing its role in bridging the digital divide and promoting inclusion and diversity. I shared examples of startups utilising Gen AI to improve food safety and population health, as well as its implications for

education and critical thinking. Responsible AI practices and the impact of Gen AI on humanity were also key topics of discussion.

It was an engaging and fruitful experience, exchanging insights and common beliefs with industry leaders and stakeholders.

In what key areas do you perceive governments, companies and individuals having the potential to influence the deployment of responsible AI?

In driving the mission of responsible AI deployment, several key areas stand out where governments, companies, and individuals can exert influence. Firstly, education plays a crucial role in promoting AI literacy and addressing ethical considerations such as privacy and security implications. Skepticism surrounding new technologies is natural, and it’s essential for governments to educate communities and businesses to mitigate risks associated with AI, including biases and misinformation. Government engagement through educational programmes is vital in alleviating public apprehension and fostering understanding of AI’s potential and limitations.

Secondly, infrastructure is paramount in embedding responsible AI principles at its core. Implementing responsible AI by design ensures proactive measures rather than reactive responses to incidents. Infrastructure improvements, such as secure data sharing and utilisation of secure cloud services, are essential in fostering a robust foundation for responsible AI deployment.

Regulation also plays a crucial role in governing AI deployment, ensuring adherence to ethical standards and safeguarding against potential risks. Collaborative e orts between governments, companies, and individuals are necessary to navigate the complexities of AI regulation e ectively.

Overall, education, infrastructure, and regulation emerge as pivotal areas where concerted e orts are required to advance the responsible deployment of AI for the benefit of society.

So, you are talking to companies and advising them on how to use AI responsibly?

Absolutely. Advising companies on how to use AI responsibly is a significant component of our o ering. Our research has revealed that only 2 per cent of the companies we’ve

“THERE ARE SEVERAL INDUSTRIES THAT WE SEE AI TRANSFORMING. THESE INCLUDE BANKING, INSURANCE, RETAIL/CONSUMER GOODS, AND THE PUBLIC SECTOR, PARTICULARLY HEALTHCARE AND LIFE SCIENCES.”

worked with have implemented systematic, responsible AI practices. This indicates that there is still a substantial gap in responsible AI adoption, with 30 per cent of companies just beginning to address this issue, leaving the remaining 70 per cent with non-existent responsible AI practices.

This lack of responsibility poses a significant barrier to AI adoption, as companies may hesitate to embrace technology due to concerns about its ethical implications. To address this challenge, we advocate for education and transparency in AI usage. By ensuring that companies are well-informed about responsible AI practices, they can utilise technology in a transparent and ethical manner.

In essence, our strategy revolves around educating companies to use AI responsibly, fostering transparency, and promoting ethical practices in AI deployment. This approach is essential to overcoming barriers to adoption and harnessing the full potential of AI for positive impact.

Tell us about the highlights of Accenture’s Technology Vision 2024 report.

One of our key findings from Accenture’s Technology Vision Report 2024 revolves around the continued prominence of AI. This year’s report emphasises the significance of AI scaling, outlining imperatives that companies should prioritise to effectively scale AI initiatives. Furthermore, the report underscores the importance of human-machine collaboration, highlighting the evolving role of autonomous agents. Building upon previous discussions about the augmentation of human intelligence by machines, we now explore how autonomous agents can enhance human-machine collaboration. These agents possess long-term memory and environmental awareness, enabling them to orchestrate various AI activities within ecosystems. This development represents an exciting advancement in the realm of AI technology.

What are the industries that AI is disrupting?

Well, there are several industries that we see AI transforming. These include banking, insurance, retail/ consumer goods, and the public sector, particularly healthcare and life sciences. These industries have been early adopters of AI and have implemented scalable programs across various domains.

In terms of specific use cases, we’ve observed AI being utilised for marketing hyper-personalisation, content supply chain management, creative generation and customer care and contact centres. Additionally, industries such as insurance and banking are using AI for faster processing of insurance claims and consumer loan approvals.

In life sciences, AI is being employed for drug discovery and streamlining manual efforts during clinical trials. It’s noteworthy that no industry wants to be left behind in adopting AI. Even traditional sectors such as steel manufacturing are embracing AI to automate administrative tasks and increase efficiency.

One compelling example is a 150-year-old steel plant in North America that approached us to explore AI adoption. They recognised the potential of AI to automate mundane tasks and reinvest cost savings into modern, sustainable technologies. This story illustrates the democratisation of AI adoption across industries, highlighting the importance of education and responsibility in AI deployment.

As a leading AI powerhouse, we believe in democratising AI adoption while emphasising the need for responsible use. It’s essential to educate businesses and citizens to embark on their AI journey at their own pace, leveraging data for evidence-based decision-making.

Accenture recently launched Accenture LearnVantage to help clients and their people gain essential skills and achieve greater business value in the AI economy. Tell us more about it.

The LearnVantage programme is indeed an exciting initiative, especially in the realm of AI learning. This new service is meticulously designed to assist leaders across various industries and government entities in swiftly identifying skill gaps pertinent to their fields. These skill gaps, often propelled by technological advancements, are seamlessly addressed through industry-specific training programmes, ensuring rapid upskilling at scale.

It’s crucial to recognise that this initiative aligns with a key dependency, equipping individuals with the necessary skills to thrive in an AI-driven landscape. I consider myself fortunate to have been immersed in AI and data work for over two decades. Now, I’m dedicated to ensuring that our workforce grows from 40,000 to 80,000, with our employees receiving similar opportunities for growth. LearnVantage provides individuals with the chance to venture into AI, regardless of their prior experience or background.

As a female leader, tell us how you support the advancement of women in fields such as AI. Improving gender balance in the industry is imperative, especially given that we are the ones training AI systems. Ensuring a balanced gender workforce in AI is essential to mitigate biases that could lead to detrimental consequences. For instance, AI systems have exhibited biases in various scenarios, such as assuming gender roles based on societal norms. To address this issue, we must take a multi-faceted approach. Firstly, emphasising the importance of STEM education is crucial. Additionally, women must take proactive steps to enhance their skills and credentials, such as pursuing certifications in relevant areas like cloud architecture. Furthermore, mentorship and coaching play pivotal roles in career advancement. Establishing mentorship relationships early on can provide valuable guidance and support throughout one’s career journey.

“I’M DEDICATED TO ENSURING THAT OUR WORKFORCE GROWS FROM 40,000 TO 80,000, WITH OUR EMPLOYEES RECEIVING SIMILAR OPPORTUNITIES FOR GROWTH.”

MIDEAST INTERNET USAGE UP 20 PER CENT

Cloudfl are co-founder Michelle Zatlyn recently attended LEAP 2024 where her company had a stand. While there, we caught up with her and she revealed some interesting new statistics

By Gareth van Zyl

MICHELLE ZATLYN CO-FOUNDER CLOUDFLARE

Cloudflare, which is listed on the New York Stock Exchange (NYSE), is a company with a $32bn market capitalisation.

It is a well-known global tech giant that specialises in cloud security and content delivery networks, which help to speed up the delivery of web pages in your browser.

At LEAP 2024 in Riyadh, one of the interesting attendees at this year’s event was Michelle Zatlyn, who is one of the co-founders of the 14-year-old company.

And an in an interview in Riyadh, she highlighted how Cloudflare now has 18 points of presence in the region.

But because Cloudflare is able to gauge the heartbeat of the internet across the globe, she also told us that the rate of internet growth in the Middle East was up 20 per cent in the last quarter of 2023, far higher than the global average of 5 per cent.

In terms of CloudFlare’s cloud operations in this part of the world, can you give us some insights into that?

One of the things that I love about my job is that Cloudflare is a global company. So, I get to work with customers from all over the world, including from across the Middle East. And so Cloudflare has been investing in the Middle East for the last eight years. We have 18 points of presence across the region. And then a couple of years ago we started to invest by putting people here in the Middle East where we can service our customers more closely. We have a lot of customers in the region. We help make sure that the internet is faster, safer, and more reliable for any visitor across the Middle East, as well as making sure that we can connect with our customers and help them with any needs that they may have on the digital front. It’s been a great part of the world for us so we’re proud to be a company in this part of the world.

Saudi Arabia now is one of those markets that are clearly taking o . Are you looking to build more infrastructure out here potentially?

Absolutely, Saudi Arabia is taking o , but so is the UAE. In fact, the whole region is really growing. What’s interesting is just thinking about how much we all use the internet in our daily lives. I have an interesting data point that Q4 2023 internet usage across the Middle East

Q4 INTERNET USAGE ACROSS THE MIDDLE EAST WAS UP 20 PER CENT COMPARED TO A YEAR AGO. THE REST OF THE WORLD WAS AT ABOUT 5 PER CENT

CLOUDFLARE, WHICH IS LISTED ON THE NEW YORK STOCK EXCHANGE (NYSE), IS A COMPANY WITH A $32BN MARKET CAPITALISATION

up 20 per cent compared to a year ago. The rest of the world was at about 5 per cent. So, people in this region are spending more time online and that’s not just in their personal lives but at work. Given what Cloudflare does, we help businesses get protected from cyber-attacks, while boosting performance and reliability. We are at the centre of those conversations and. Because we can see that everything is becoming more digital here in the region, we are absolutely investing in both people being here so that we can help those customers in the same timezone, in the same language, with the same cultural norms, but also in the also on the infrastructure side, so that everyone in the region has the best experience with the internet.

In terms of the 20 per cent growth figure that you mention regarding the Middle East: is there anything that is driving this?

I think businesses are saying that we must be modern. And so, they are making decisions to be more modern which includes becoming a more digital native company where they’re saying, OK, we must do things in a more cloudbased way, a more cloud-flourished way. You hear words like digital transformation, network transformations, digital savviness. All these sorts of things just equate to services being available online, which means that people use the internet more because they’re using those services online. I think it’s really businesses and services that are now deeply enabled, and the consumer demand is there. People want that. They want the convenience of ordering their food on their app and not always having to go to the grocery store. We still want the grocery stores, but we also want this convenience element to it. At the same time, employees can now work from lots of locations, and they can do their jobs from many different places. It’s the combination of businesses becoming more digitally savvy and digitally enabled. And I think that’s why you see people consuming those services. This is why you get 20 per cent more usage online.

“WE HAVE 18 POINTS OF PRESENCE ACROSS THE REGION. AND THEN A COUPLE OF YEARS AGO WE STARTED TO INVEST BY PUTTING PEOPLE HERE IN THE MIDDLE EAST WHERE WE CAN SERVICE OUR CUSTOMERS MORE CLOSELY. WE HAVE A LOT OF CUSTOMERS IN THE REGION.”

A lot of people reading this have probably encountered one of those Cloudflare messages on a website that checks the security of their connection. Is the Internet a safer place today because of companies like Cloudflare?

I think so and that’s one of the things that I am proud of. CloudFlare’s vision is to help build a better internet. And what does a better internet mean? For us, it means that a better internet is one that’s safer, faster, more reliable and which has more privacy built into it. And just to give you an example, recently we stopped 170 billion cyberattacks on behalf of the internet in a single day — and that’s just malicious traffic trying to go to our customer sites that we know of. Our services track in real time so that our customers can then spend their time building out the products and services for their consumers. That’s something that I’m really, really proud of. And so, our whole team wakes up every single day, saying, “Hey, how do we help build a better internet?” I do think the internet is a safer place because Cloudflare exists.

And just as a final question, what are your thoughts on LEAP 2024. It seems like this event has just got bigger and bigger, and it’s only in its third year. Do you think that you’ll be coming back here in the future?

This year was my first time at LEAP and my impression is that it’s leaping forward very quickly. It’s huge. There are many halls, and there are a lot of people. It’s what I like to describe as a convening event, because there are lots of people from across the region here, and there are a lot of business and relationships being built here. I’ve been really impressed by the calibre of the attendees, the calibre of the content. Even at the Cloudflare booth, we have had so many active conversations with companies trying to understand what the best way is to build cyber security. What is the best way to do reliability and what is the best way to scale my business today? It’s been great. And I’m quite impressed by Riyadh too.

BANKING ON THE FUTURE

Deloitte’s Middle East Growth Leader Patrycja Oselkowska tells us about the future of neobanking, AI and setting up a new regional headquarters in Saudi Arabia

By Gareth van Zyl

MIDDLE EAST

Patrycja Oselkowska, Deloitte’s Middle East Growth Leader, sat down recently with Gulf Business at the LEAP 2024 tech conference in Riyadh, Saudi Arabia. Oselkowska is the Middle East growth leader for Deloitte, but she also wears a hat of a consulting partner focused on financial services.

In a world filled with generative artificial intelligence (Gen AI) and other digital transformation needs, a key question is emerging around how top consulting firms are approaching this space.

And in this interview, Oselkowska talked to us about Deloitte’s push into ‘neobanks’, AI and as well as her company’s soon-to-be-opened Saudi Arabian regional o ce in the heart of Riyadh.

This is not your first time in Saudi Arabia, right?

I’ve been here several times before. I moved to the region (the UAE) two years ago. Prior to that, I spent a decade in Hong Kong. When it comes to the financial services industry, that sector is obviously very mature in a place like Hong Kong. Therefore, I brought a lot of experience with me to the Middle East in terms of helping incumbent banks with digital transformation, as well as building brand new Neobanks in this region.

What is a neobank exactly, especially for those who are new to the term?

It’s a bank at your fingertips where everything you need is on a mobile app. You don’t need to move o your couch, and you can do all your banking through a well-designed, frictionless app.

So, is it a bank that doesn’t have branches, or the traditional brick-and-mortar infrastructure that we’re familiar with?

That’s exactly right. If you think about how onboarding works with a traditional bank, you typically need to go to a branch, and then present a whole lot of documents to open a bank account. With a neobank, this whole process is transposed into an app that takes a couple of minutes, and at the end of that onboarding process you have a fully functioning bank account.

You have attended LEAP 2024 this year, and I imagine you have engaged with a lot of people here that are interested in aspects such as neobanks?

I wear a bigger hat than just a consulting partner. So, my second hat is that of Middle East growth leader. In this role, I talk to clients across many di erent industries and

PATRYCJA OSELKOWSKA

GROWTH LEADER DELOITTE

technology is a big enabler of their transformation needs. We have a lot of case studies. One example is an immersive experience that we developed focused on Formula One. Using virtual reality, we allow you to experience Formula One without going to an event. It’s not something that many people can experience on their own, but you can experience it through that immersive technology. And then if you think about it, there are more use cases for this. Imagine, for example, if a bank branch is completely virtual and you have somebody that you can still talk to without interacting with a human being. You can connect remotely from your mobile phone at a time that is convenient to you and where you can still get your banking needs met. This could be especially useful in a place such as Riyadh where traffic is perhaps a bit of a challenge. You don’t need to go anywhere.

What is the reception like to digital transformation in this part of the world in terms of discussions that you as Deloitte have had with clients?

First, if you think about Vision 2030 in Saudi Arabia, there is a massive demand to transform across all industries and that transformation happens at an extremely fast pace and we are there at every step of this journey supporting our clients. We’ve been in this region already for over 100 years and in Saudi Arabia we invested in a digital delivery centre back in 2018. But soon we’re going to launch our new office in the King Abdullah Financial District in Riyadh as well. Watch this space. We are very excited.

In terms of opening this new office, does this move relate to calls by the Saudi government for big companies to set up their regional offices in the kingdom?

We’ve already been here before that call because we are firm believers that you must be located where you do business. But the move is aligned with the growth and the opportunities that we see in Saudi Arabia as well as with the phenomenal talent that is in the Saudi market. The young people in this country, especially the young Saudi women, are just fantastic.

“IF YOU THINK ABOUT HOW ONBOARDING WORKS WITH A TRADITIONAL BANK, YOU TYPICALLY NEED TO GO TO A BRANCH, AND THEN PRESENT A WHOLE LOT OF DOCUMENTS TO OPEN A BANK ACCOUNT. WITH A NEOBANK, THIS WHOLE PROCESS IS TRANSPOSED INTO AN APP THAT TAKES A COUPLE OF MINUTES, AND AT THE END OF THAT ONBOARDING PROCESS YOU HAVE A FULLY FUNCTIONING BANK ACCOUNT.”

IT’S A BANK AT YOUR

FINGERTIPS WHERE EVERYTHING YOU NEED IS ON A MOBILE APP. YOU DON’T NEED TO MOVE OFF YOUR COUCH, AND YOU CAN DO ALL YOUR BANKING THROUGH A WELLDESIGNED, FRICTIONLESS APP

Are you finding that everybody’s talking about Saudi Arabia as being the next big market in the world?

Yes, Saudi Arabia already is the next big market. It’s driving the region. You can look at what’s happening in the economy in other parts of the world. For example, China is slowing down, but we are here, and we are growing. There is a fantastic growth opportunity here, and my job as a growth leader is to bring different capabilities that we must help to respond to our clients’ needs.

Where does Deloitte stand on the advent of artificial intelligence or AI?

We recently launched a Gen AI based tool to help our staff with tasks such as e-mail presentations and so on. But obviously we also help our clients to make sense of the opportunities that are enabled by Gen AI, because I think it’s very easy to get overwhelmed with it. There are just so many things you can do with Gen AI and every time you open social media or you read the newspaper, you learn something new about it. But where do you start? That’s where we come in, where we help clients to understand their strategy and how they can tap into this immersive, amazing technology.

CRYPTO CRIME IN THE SPOTLIGHT

Nicola Buonanno, VP Southern EMEA, Chainalysis shares key developments and trends in the threat landscape based on the findings of the company’s 2024 Crypto Crime Report

By Neesha Salian

NICOLA BUONANNO VP SOUTHERN EMEA CHAINALYSIS

What have been the most significant trends in crypto-related crime observed over the last year?

Our tracking of crypto crime includes both direct activities, such as stealing, scamming, market manipulation, and so on, as well as indirect activities such as money laundering, ransomware, sanctions evasion and more, where cryptocurrencies are utilised by criminals to realise financial gain from their activities.

Our most recent analysis of the crypto crime landscape has revealed encouraging developments. The value received by illicit cryptocurrency addresses through 2023 totalled $24.2bn, a significant drop compared to the all-time high of $39.6bn in 2022. It is worth highlighting that crypto crime only accounted for an estimated 0.34 per cent of total on-chain transaction volume last year. Moreover, $14.9bn of the total – representing the largest portion (61.5 per cent) of the illicit transaction volume –related to sanctioned entities, meaning a portion of these transfers could be attributed to average crypto users who happen to reside in sanctioned jurisdictions and use those local services.

Give us an insight into what led to the significant drop in value received by illicit cryptocurrency addresses last year.

Most prominently, crypto scamming and hacking revenues both fell significantly last year, with total illicit revenue for each down 29.2 per cent and 54.3 per cent respectively. On-chain metrics suggest scamming revenues globally have been trending down since 2021: I believe this aligns with the long-standing trend that scamming is most successful when markets are up, exuberance is high, and people feel like they are missing out on an opportunity to get rich quickly.

As for crypto hacking, the decline in stolen funds is driven largely by a sharp drop-o in DeFi hacking. That drop-o could represent the reversal of a disturbing, long-term trend, and may signify that DeFi protocols are improving their security practices. That said, stolen funds metrics are heavily outlier-driven, and one large hack could again shi t the trend.

It should be noted that there were exceptions to the overall downward trend. Ransomware and darknet markets – two of the most prominent forms of crypto crime – saw revenues rise in 2023, in contrast with overall trends. The growth of ransomware revenue is especially disappointing given the sharp declines we saw last year. I believe this suggests that ransomware attackers have perhaps adjusted to organisations’ cybersecurity improvements.

Does the decline in crypto crime transaction volumes also indicate the growing e ectiveness of law enforcement agencies? Have these entities been able to e ectively crack down on crypto crime?

The downward trend does paint the picture of a rapidly maturing ecosystem where the impact of regulation, better controls, customer vetting, transaction monitoring, and consumer awareness are having a positive e ect on the reduction in crypto crime.

That said, tracking and mitigating crypto crime does pose challenges to law enforcement agencies. Investigations o ten involve tracing funds as they are transferred across multiple tokens or chains. So, while the inherent transparency of blockchains means deep analysis and investigation of crypto crimes is possible in ways that are just not possible with traditional finance, an important caveat is that raw on-chain data would simply show law enforcement agencies and private enterprises a list of transactions between di erent crypto addresses, with no indication of what organisations and entities those addresses represent. Institutions therefore need the right tools to draw actionable insights from on-chain data.

What measures or regulations have the GCC governments implemented to mitigate crypto crimes, and what impact have they had so far?

The UAE has been at the forefront of embracing emerging technologies. By setting up specialised regulatory regimes, such as the Financial Services Regulatory Authority of Abu Dhabi Global Market and more recently, the establishment of a bespoke regulator in Dubai, Virtual Assets Regulatory Authority (VARA), UAE has showcased a forward-thinking approach to harness and regulate the crypto sector. Few countries in the region now boast crypto regulation that is as comprehensive as that of the UAE. For example, VARA with its 12 rulebooks clearly outlines everything from market conduct and marketing guidelines to information management procedures and anti-money laundering laws.

Consequently, this clarity has enabled Virtual Asset Service Providers (VASPs) to know exactly where the UAE government stands and thus map out their longterm business roadmaps with confidence. It’s no surprise then that many large crypto businesses are setting up in the country.

The positive impact of forward-focused regulations is also evident in consumer behaviours. The outsized share of institutional-size investors in the UAE is an indication of growing confidence and the consequent eagerness from entities and high-net-worth individuals to add cryptocurrency to their investment portfolios. The growing

“SCAMS TEND TO EXPLOIT THE WEAKEST LINK IN THE CHAIN – HUMANS. SOCIAL ENGINEERING ATTACKS ARE OFTEN SUCCESSFUL DESPITE SECURITY SOLUTIONS BEING IN PLACE, BECAUSE ULTIMATELY, IT IS THE TRUST OF HUMANS THAT IS EXPLOITED RATHER THAN GAPS IN THE TECHNOLOGY INFRASTRUCTURE.”

THE VALUE RECEIVED BY ILLICIT CRYPTOCURRENCY ADDRESSES

THROUGH 2023 TOTALLED $24.2BN, A SIGNIFICANT DROP COMPARED TO THE ALL-TIME HIGH OF $39.6BN IN 2022

popularity of DeFi – which represents the cutting edge of blockchain-based applications in many ways – further validates the success the country has had in attracting more sophisticated market participants.

Finally, as crypto becomes more mainstream, how can individuals who want to utilise cryptocurrencies for investments or the transfer of value do so without the risk of falling victim to crypto scams and fraudulent activities?

Scams tend to exploit the weakest link in the chain –humans. Social engineering attacks are often successful despite security solutions being in place because ultimately, it is the trust of humans that is exploited rather than gaps in the technology infrastructure. So, in addition to implementing robust security solutions and utilising reputed service providers, there is a need for awareness, education and exercising caution and due diligence. As a rule of thumb, if something sounds ‘too good to be true’ it probably is. Similarly, requests that force a sense of urgency are often attempts at tricking users into acting quickly and letting down their guard. Keeping up to date with news on the latest threats and scams will benefit both individuals and businesses.

AS FOR CRYPTO HACKING, THE DECLINE IN STOLEN FUNDS IS DRIVEN LARGELY BY A SHARP DROP-OFF IN DEFI HACKING

A SHIFT TOWARDS CYBERSECURITY DOMINANCE

BlackBerry’s transition to software powerhouse has involved strategic shifts, an unchartered growth trajectory, and pioneering AI-based cybersecurity solutions

By: Marisha Singh

Q&A

In a recent interview with Gulf Business, Hans-Peter Bauer, senior vice president EMEA at BlackBerry, shed light on the tech giant’s transformative journey from hardware manufacturing to so tware innovation, with a particular emphasis on cybersecurity. Bauer revealed insights into the company’s strategic shi ts, growth trajectory, and pioneering e orts in AI-based cybersecurity solutions. Here are extracts from the conversation.

Looking back, BlackBerry was a leader in communication, even establishing one of the earliest forms of cloud service with its iconic handsets. Walk us through this journey and how the company has since evolved.

BlackBerry’s journey is indeed captivating. Initially, we held a pioneering position in communication, and one could argue that our early handsets provided a

rudimentary form of cloud service, with a suite of services supporting the handheld device.

However, as time progressed, the landscape changed significantly. While BlackBerry devices were prevalent in both consumer and business settings, the emergence of competitors o ering sleeker designs and larger screens posed challenges. Our signature physical keyboard and compact screen, while beloved by many, struggled to compete with the broader appeal of touch-screen devices.

Recognising the need to innovate while catering to evolving consumer preferences, BlackBerry embarked on a transformative journey.

We transitioned from being a hardware-centric company to focusing more on so tware solutions. By doing so, we expanded our reach beyond our own handsets, making our services available on various platforms such as Android and iOS.

While we bid farewell to manufacturing handsets, we preserved the core tenets of BlackBerry – security, reliability, and ease of use. Our customers could now enjoy the same level of service on a wider range of devices, including iPads, ensuring a more universal appeal.

Furthermore, recognising the diverse needs of our clientele, particularly in regions like the Middle East, we introduced solutions that allowed for on-premise server deployment. This addressed concerns regarding data sovereignty and regulatory compliance, o ering customers greater control over their data while still benefiting from our robust security and reliability.

In essence, our evolution from hardware to so tware allowed us to adapt to changing market dynamics while staying true to our core values.

HANS-PETER BAUER

SENIOR VICE PRESIDENT

EMEA AT BLACKBERRY

Getty Images

How has the landscape of cybersecurity evolved, especially with the integration of artificial intelligence (AI)? And how does BlackBerry continue to stay ahead of emerging threats?

Security has always been at the forefront of BlackBerry’s offerings, and the integration of AI has significantly transformed the cybersecurity landscape. Traditionally, cybersecurity measures were reactive, responding to known threats. However, with the advent of AI, we’ve transitioned to a more proactive approach.

“RECOGNISING

THE NEED TO INNOVATE WHILE CATERING TO EVOLVING CONSUMER PREFERENCES, BLACKBERRY EMBARKED ON A TRANSFORMATIVE JOURNEY. WE TRANSITIONED FROM BEING A HARDWARECENTRIC COMPANY TO FOCUSING MORE ON SOFTWARE SOLUTIONS.”

Our AI-driven cybersecurity solutions constantly learn and adapt, anticipating and mitigating emerging threats before they can cause harm. This proactive stance is crucial in combating the increasingly sophisticated tactics employed by cybercriminals, many of whom also leverage AI in their attacks.

Over the years, we’ve continued to innovate, with our AI-powered cybersecurity tools now in their seventh generation. These tools not only safeguard online communications but also extend protection to offline devices, such as laptops, desktops, tablets, and servers.

Furthermore, our commitment to innovation extends beyond cybersecurity. We’ve developed technologies that powers millions of cars worldwide, showcasing our ability to adapt and innovate across diverse industries.

In addition to our focus on cybersecurity, we’ve expanded our portfolio to offer comprehensive solutions that encompass secure communication, mobile device management, and even emergency communication systems. Our goal is to provide customers with integrated solutions that not only protect their data and communications but also empower them to respond effectively to unforeseen events.

Ultimately, our approach is rooted in leveraging the latest technologies while building upon our core strengths and expertise, ensuring that we remain at the forefront of cybersecurity innovation.

How has this focus on cybersecurity impacted your growth in the region over the past five years?

The allocation of our company’s portfolio towards cybersecurity is indeed a significant aspect.

When we phased out hardware production, it necessitated a compensation strategy, redirecting our focus towards other business verticals. As a result, our balance sheet has maintained a semblance of stability.

One notable area of growth lies in our IoT business, particularly in sectors such as automotive and healthcare. Collaborating with industry leaders like BMW, we engage in multi-year partnerships to develop cuttingedge solutions. For instance, the inception of a new

BMW model can take anywhere from three to five years, highlighting the long-term nature of our engagements. It’s conceivable that innovations borne from these collaborations may manifest in future products, like the next BMW model.

We’ve observed solid double-digit growth in regions like Asia, with growth rates reaching upwards of 30 per cent to 40 per cent. This growth trajectory, however, differs from traditional models characterised by steady consumer demand. Instead, we’ve adopted a partnership-driven approach, collaborating with stakeholders to shape future business prospects.

In terms of cybersecurity, our offerings extend beyond conventional solutions. Our Mobile Device Management system, for instance, provides enhanced functionality, such as app validation and container technology. This technology, reminiscent of our legacy offerings, ensures stringent data security measures across personal and professional domains.

Despite the paradigm shift from hardware to software, our commitment to innovation remains steadfast. Leveraging artificial intelligence (AI), we’ve pioneered AI-based cybersecurity solutions, marking us as a frontrunner in the industry. With seven generations of AI technology under our belt, our systems boast unparalleled maturity, fortified by years of machine learning integration.

Recent trends indicate cybercriminals targeting smaller businesses with broad-scale attacks. How does BlackBerry address these challenges?

The evolving threat landscape necessitates heightened vigilance, particularly for smaller businesses vulnerable to cyberattacks. Cybercriminals increasingly target them due to the relative ease of exploitation. In response, BlackBerry advocates a multi-faceted approach to cybersecurity, encompassing both proactive measures and robust defence mechanisms.

While investing in cybersecurity solutions is imperative, fostering a culture of security awareness among employees is equally vital. Education, regular updates, and adherence to best practices can significantly mitigate risks.

Furthermore, collaboration with trusted partners and leveraging advanced technologies like AI are indispensable in safeguarding against emerging threats.

Small businesses must prioritise cybersecurity as a fundamental aspect of their operations, not merely an afterthought. By adopting a proactive stance and embracing innovative solutions, they can fortify their defences against cyber threats. The future of threats is online and not offline.

WE’VE OBSERVED SOLID DOUBLE-DIGIT GROWTH IN REGIONS LIKE ASIA, WITH GROWTH RATES REACHING UPWARDS OF 30 PER CENT TO 40 PER CENT

THE NEXT LINE OF DEFENCE

Zenith Technologies’ Russell Hammad shares how drones and AI are helping law enforcement agencies improve operational efficiency

By Neesha Salian

RUSSELL HAMMAD FOUNDER AND CEO ZENITH TECHNOLOGIES

QHow have law enforcement agencies benefitted from AI and drone tech?

In a rapidly digitised world, AI and drone technology are essential in future-proofing the law enforcement and security industries. As technology advances, so do the challenges in maintaining public safety and security. AI and drones offer innovative solutions that enhance traditional policing methods, ensuring agencies remain e ective in addressing modern security threats.

Law enforcement agencies have significantly benefitted from the integration of AI and drone technologies. AI algorithms can analyse vast amounts of data to identify patterns, predict criminal activity, and optimise resource allocation. This has improved response times and overall e ectiveness in crime prevention and investigation.

Drones, equipped with cameras and sensors, provide law enforcement with enhanced surveillance capabilities. They can be used to monitor large and hard to reach areas, gather real-time intelligence, and assess dangerous situations without risking the lives of o cers.

By embracing AI and drone technologies, law enforcement agencies can significantly improve their operational e ciency and better protect communities in an increasingly complex and digitalised world.

What are some of the key challenges to their adoption?

The adoption of AI and drone technology in law enforcement faces several key challenges including privacy, investment costs and personnel training. However, for drones specifically, some of the primary concerns are the battery chargeable span, flight durations, and heavy payload, which result in drone size increments.

Additionally, on the governance front, the regulatory framework instigated by most cities/countries restricts

the operation of drones due to security, safety, as well as law and order concerns.

What are the key features and capabilities of Zenith’s AI EagleEye technology and how can it help law enforcement agencies in the region?

The AI EagleEye Intelligent Patrol underwrites a holistic, AI-driven tech-savvy turn that leverages our seamless front and backend novel innovation in AI algorithms as well as in the electromechanical domain when addressing the electromechanical functionality of launching a drone and wirelessly charging it in a patrol’s lightbar.

One key feature is the 360-degree situation awareness provided by the AI-empowered lightbar. This allows law enforcement o cers to have a comprehensive view of their surroundings, enabling them to better assess and respond to potential threats. Another important capability is the 360-degree automatic number plate recognition which includes make, model and colour recognition, and face Recognition. This feature enhances law enforcement’s ability to identify vehicles and individuals of interest quickly and accurately. The technology also includes LIDAR speed enforcement, which helps in detecting and deterring speeding violations, contributing to road safety.

Additionally, the AI EagleEye technology includes visual pollution detection using AI-trainable algorithms. This feature can help in identifying and addressing environmental issues such as illegal dumping or pollution. One of the most innovative aspects of the technology, however, is the embedded AI drone, which is US defence military certified. This drone can be launched in just 30 seconds from an in-patrol launch and can be wirelessly recharged within the patrol’s lightbar in 40 minutes while on the move. The drone can operate in autonomous and manual modes, providing law enforcement with flexible and dynamic aerial surveillance capabilities.

Furthermore, all the data that is captured by the lightbar or drone is relayed via wireless communication to Zenith’s command and control center and streamed to the in-vehicle dashboard console in real-time. This allows for data convergence and provides law enforcement o cers with actionable intelligence to inform their decision-making processes.

Overall, the AI EagleEye technology offers law enforcement agencies in the region a comprehensive and cutting-edge solution for enhancing their operational capabilities and improving public safety.

“THIS DRONE CAN BE LAUNCHED IN JUST 30 SECONDS FROM AN IN-PATROL LAUNCH AND CAN BE WIRELESSLY RECHARGED WITHIN THE PATROL’S LIGHTBAR IN 40 MINUTES WHILE ON THE MOVE.”