Shereen Shabnam
With 76 percent of enterprises in the UAE already deploying AI-driven solutions tailored to their industries, and the market poised to surpass US$4.7 billion by 2031, artificial intelligence has become both a catalyst for innovation and a critical driver of cost efficiencies. But as adoption accelerates, so too do the complexities and unintended consequences of embedding AI into daily operations.
We asked Matthew Spriegel, Founder and CEO of Atiom—an AI-powered behavioural change platform operating across 70 countries—to explore the less-discussed dangers of AI adoption, from eroding corporate culture and hidden costs to the ethical dilemmas that arise when algorithms shape decision-making.
How would you describe the pace and enthusiasm of AI adoption here in the UAE compared to other markets?
The UAE is one of the most forward-thinking markets when it comes to AI adoption and technology in general. This is driven by a strong vision from the government, investment in infrastructure, and a cultural openness to innovation. Compared to more mature economies that may approach AI with greater regulatory caution, UAE businesses are more likely to experiment and implement AI quickly. This creates an exciting environment, but also one where strategy and responsible scaling are crucial.
What do you see as some of the most underestimated risks that companies face when integrating AI into daily operations?
One of the most underestimated risks in AI adoption is the assumption that it’s plug-and-play. In reality, successful implementation requires clean and consistent data with clearly defined objectives and a strong change management strategy. Without these foundations, AI can introduce more problems than it solves. Other risks include bias and misinformation stemming from flawed or incomplete data, a lack of transparency around how AI systems make decisions, and operational friction when new tools disrupt workflows without proper onboarding.
What are the most common misconceptions UAE business leaders have about AI’s ability to automatically solve operational inefficiencies or reduce costs?
Many leaders expect that simply implementing AI will instantly reduce costs, boost efficiency, or improve service. AI is not a magic wand, but it can be an amplifier. If your systems and processes are inefficient, AI can actually highlight and magnify those inefficiencies. It requires clear problem statements, good data hygiene, and thoughtful integration with human teams to deliver real ROI.
How can over-reliance on AI-driven solutions actually erode a company’s culture or employee engagement over time?
If AI is implemented without bringing people along, it can lead to disengagement and mistrust. When frontline teams start to feel like decisions are being made by algorithms instead of humans, it can create a culture of detachment.
This could lead to the following risks:
- Employees may stop voicing ideas.
- Creativity and collaboration can decline if teams are overly guided by AI prompts.
- Recognition and empathy are the human elements that build culture, and culture can be lost in automation-heavy environments.
Where do you see the greatest vulnerabilities emerging as more UAE companies deploy AI across their systems?
The greatest vulnerabilities often lie in a lack of governance and AI literacy at the leadership level. Without clear guidelines on how AI is evaluated, updated, and audited, systems can go unchecked and create unintended consequences. Many companies also underestimate data security and ethical considerations, especially when using third-party tools or feeding sensitive customer or employee data into external systems.
How can companies build internal AI literacy to avoid simply outsourcing critical thinking to technology vendors or consultants?
It starts with education, not just for IT teams, but for leadership and frontline managers. Companies need to:
- Run internal workshops on how AI works and where it adds value with practical use cases.
- Have leaders encourage cross-functional dialogue between data teams and operations
- Set clear expectations around what AI can (and cannot) do
- Build feedback loops where human insight and AI outputs inform each other. The goal here is to integrate AI into the company’s decision-making processes and not replace it.
Finally, for leaders reading this who are both excited and wary about AI, what is your key message about striking the right balance between innovation and caution?
AI is a powerful tool, but its impact depends on how thoughtfully it’s applied. Start small, measure impact, and involve your people early. We always encourage our team to build minimal viable projects, which focus on walking before running full steam ahead. AI should be our co-pilot and enhance human talent rather than replace it.
