The late 1990s witnessed the formation of what would later come to be known as the dot-com bubble, which ultimately burst in the year 2000. This financial phenomenon was fuelled by excessive optimism surrounding a revolutionary technology: the internet. While the internet did transform how we live and work, the initial rush to capitalise on its potential created unrealistic expectations, particularly in global financial markets. This bears striking relevance to today’s enthusiasm surrounding artificial intelligence in management.
In recent years, the business world has been abuzz over the potential of artificial intelligence (AI) to revolutionise management practices. From automated decision-making to predictive analytics, the promises of AI seem boundless. It undeniably holds immense potential to transform various aspects of business operations. But there is a growing concern that the hype surrounding AI in management may be outpacing the evidence of its effectiveness. As we start entering what many are calling the “AI revolution”, it is crucial that we approach this technological shift with a measured perspective. The allure of AI as a panacea for all management challenges is strong, but we must resist the temptation to view it as a magical solution that will effortlessly solve complex organisational problems.
AI is a powerful tool, but it is not a substitute for sound management principles and human judgment
The potential of AI in management is indeed significant. Machine learning algorithms can process vast amounts of data at speeds unattainable by human analysts, potentially leading to more informed decision-making. Natural language processing can enhance communication and customer service. Predictive models can forecast trends and help in strategic planning. These capabilities are not mere speculation; they are already being implemented in various industries with promising results.
However, the gap between AI’s potential and its current practical applications in management is substantial. Many of the touted benefits of AI in management remain largely theoretical or confined to controlled experimental settings. The real-world implementation of AI in complex organisational structures is still in its infancy, and the long-term impacts are yet to be fully understood. One of the primary concerns is the tendency to overstate AI’s current capabilities.
While AI has made remarkable strides in specific domains such as image recognition and game-playing, its ability to navigate the nuanced, context-dependent world of human interactions and decision-making in management is still limited. The risk is not just disappointment when AI fails to live up to inflated expectations, but also the potential misallocation of resources and misguided strategic decisions based on an overestimation of AI’s capabilities.
Moreover, there is a danger in viewing AI as a one-size-fits-all solution. Each organisation has its unique culture, challenges and goals. The implementation of AI in management should be tailored to these specific needs rather than adopted wholesale based on generic promises of efficiency and innovation.
Furthermore, often overlooked in the AI hype is the human factor. Management is fundamentally about leading and co-ordinating people. While AI can provide valuable insights and automate certain tasks, it cannot replace the human elements of empathy, creativity and ethical judgment that are essential in effective management. There is a risk that an overemphasis on AI could lead to a devaluation of these critical human skills.
The ethical implications of AI in management also warrant careful consideration. Issues such as data privacy, algorithmic bias, and the potential displacement of human workers are not just theoretical concerns but real challenges that need to be addressed. Rushing to implement AI systems without fully understanding and mitigating these risks could lead to significant ethical and legal repercussions.
Also, the focus on AI as a management elixir may divert attention and resources from other important areas of organisational development. Traditional management principles such as effective communication, employee engagement, and strategic planning remain as relevant as ever. AI should be seen as a tool to enhance these fundamental aspects of management, not as a replacement for them.
What, then, should be our approach to AI in management? The key lies in evidence-based research and gradual, thoughtful implementation. Instead of broad, sweeping claims about AI’s transformative power, we need rigorous studies that examine the specific impacts of AI in various management contexts. This research should not only focus on the potential benefits but also critically assess the challenges and limitations of AI implementation.
Organisations that are considering adopting AI in their management practices should start with clearly defined, small-scale pilot projects. These initiatives should have measurable objectives and be subject to careful evaluation. By taking this incremental approach, companies can gain practical insights into how AI fits within their specific organisational context and gradually scale up successful applications.
It is also crucial to invest in developing AI literacy among managers and employees. Understanding the basics of how AI works, its capabilities, and its limitations will enable more informed decision-making about its implementation and use. This knowledge will also help in managing expectations and avoiding the pitfalls of viewing AI as a magical solution. Collaboration between AI experts, management professionals, and ethicists is essential in shaping the future of AI in management. This interdisciplinary approach can help in developing AI systems that are not only technologically advanced but also aligned with organisational values and ethical principles.
In conclusion, while AI undoubtedly has the potential to significantly affect management practices, we must approach its adoption with caution and scepticism. The excitement surrounding AI should not blind us to the need for evidence-based research and careful implementation.
AI is a powerful tool, but it is not a substitute for sound management principles and human judgment. As we move forward, let’s embrace AI’s potential in management, but do so with a commitment to rigorous research, ethical considerations and a realistic understanding of its current capabilities.
By taking this approach, we can harness the benefits of AI while avoiding the pitfalls of unrealistic expectations and over-reliance on unproven technologies. The future of management lies not in blindly following AI as the latest fad, but in thoughtfully integrating it into our existing frameworks of leadership and organisational development.
White hydrogen: Naturally occurring hydrogen
Chromite: Hard, metallic mineral containing iron oxide and chromium oxide
Ultramafic rocks: Dark-coloured rocks rich in magnesium or iron with very low silica content
Ophiolite: A section of the earth’s crust, which is oceanic in nature that has since been uplifted and exposed on land
Olivine: A commonly occurring magnesium iron silicate mineral that derives its name for its olive-green yellow-green colour
UAE currency: the story behind the money in your pockets
NATIONAL%20SELECTIONS
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On the menu
First course
▶ Emirati sea bass tartare Yuzu and labneh mayo, avocado, green herbs, fermented tomato water
▶ The Tale of the Oyster Oyster tartare, Bahraini gum berry pickle
Second course
▶ Local mackerel Sourdough crouton, baharat oil, red radish, zaatar mayo
▶ One Flew Over the Cuckoo’s Nest Quail, smoked freekeh, cinnamon cocoa
Third course
▶ Bahraini bouillabaisse Venus clams, local prawns, fishfarm seabream, farro
▶ Lamb 2 ways Braised lamb, crispy lamb chop, bulgur, physalis
Dessert
▶ Lumi Black lemon ice cream, pistachio, pomegranate
▶ Black chocolate bar Dark chocolate, dates, caramel, camel milk ice cream
Tips to avoid getting scammed
1) Beware of cheques presented late on Thursday
2) Visit an RTA centre to change registration only after receiving payment
3) Be aware of people asking to test drive the car alone
4) Try not to close the sale at night
5) Don't be rushed into a sale
6) Call 901 if you see any suspicious behaviour
Duminy's Test career in numbers
Tests 46; Runs 2,103; Best 166; Average 32.85; 100s 6; 50s 8; Wickets 42; Best 4-47
How has net migration to UK changed?
The figure was broadly flat immediately before the Covid-19 pandemic, standing at 216,000 in the year to June 2018 and 224,000 in the year to June 2019.
It then dropped to an estimated 111,000 in the year to June 2020 when restrictions introduced during the pandemic limited travel and movement.
The total rose to 254,000 in the year to June 2021, followed by steep jumps to 634,000 in the year to June 2022 and 906,000 in the year to June 2023.
The latest available figure of 728,000 for the 12 months to June 2024 suggests levels are starting to decrease.
RESULTS
1.30pm Handicap (PA) Dh 50,000 (Dirt) 1,400m
Winner AF Almomayaz, Hugo Lebouc (jockey), Ali Rashid Al Raihe (trainer)
2pm Handicap (TB) Dh 84,000 (D) 1,400m
Winner Karaginsky, Tadhg O’Shea, Satish Seemar.
2.30pm Maiden (TB) Dh 60,000 (D) 1,200m
Winner Sadeedd, Ryan Curatolo, Nicholas Bachalard.
3pm Conditions (TB) Dh 100,000 (D) 1,950m
Winner Blue Sovereign, Clement Lecoeuvre, Erwan Charpy.
3.30pm Handicap (TB) Dh 76,000 (D) 1,800m
Winner Tailor’s Row, Royston Ffrench, Salem bin Ghadayer.
4pm Maiden (TB) Dh 60,000 (D) 1,600m
Winner Bladesmith, Tadhg O’Shea, Satish Seemar.
4.30pm Handicap (TB) Dh 68,000 (D) 1,000m
Winner Shanaghai City, Fabrice Veron, Rashed Bouresly.
More from Rashmee Roshan Lall
The President's Cake
Director: Hasan Hadi
Starring: Baneen Ahmad Nayyef, Waheed Thabet Khreibat, Sajad Mohamad Qasem
Rating: 4/5
The specs
- Engine: 3.9-litre twin-turbo V8
- Power: 640hp
- Torque: 760nm
- On sale: 2026
- Price: Not announced yet
UK’s AI plan
- AI ambassadors such as MIT economist Simon Johnson, Monzo cofounder Tom Blomfield and Google DeepMind’s Raia Hadsell
- £10bn AI growth zone in South Wales to create 5,000 jobs
- £100m of government support for startups building AI hardware products
- £250m to train new AI models
Quarter-finals
Saturday (all times UAE)
England v Australia, 11.15am
New Zealand v Ireland, 2.15pm
Sunday
Wales v France, 11.15am
Japan v South Africa, 2.15pm
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
The%20specs
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UAE currency: the story behind the money in your pockets
Real estate tokenisation project
Dubai launched the pilot phase of its real estate tokenisation project last month.
The initiative focuses on converting real estate assets into digital tokens recorded on blockchain technology and helps in streamlining the process of buying, selling and investing, the Dubai Land Department said.
Dubai’s real estate tokenisation market is projected to reach Dh60 billion ($16.33 billion) by 2033, representing 7 per cent of the emirate’s total property transactions, according to the DLD.
Another way to earn air miles
In addition to the Emirates and Etihad programmes, there is the Air Miles Middle East card, which offers members the ability to choose any airline, has no black-out dates and no restrictions on seat availability. Air Miles is linked up to HSBC credit cards and can also be earned through retail partners such as Spinneys, Sharaf DG and The Toy Store.
An Emirates Dubai-London round-trip ticket costs 180,000 miles on the Air Miles website. But customers earn these ‘miles’ at a much faster rate than airline miles. Adidas offers two air miles per Dh1 spent. Air Miles has partnerships with websites as well, so booking.com and agoda.com offer three miles per Dh1 spent.
“If you use your HSBC credit card when shopping at our partners, you are able to earn Air Miles twice which will mean you can get that flight reward faster and for less spend,” says Paul Lacey, the managing director for Europe, Middle East and India for Aimia, which owns and operates Air Miles Middle East.
Cricket World Cup League 2
UAE squad
Rahul Chopra (captain), Aayan Afzal Khan, Ali Naseer, Aryansh Sharma, Basil Hameed, Dhruv Parashar, Junaid Siddique, Muhammad Farooq, Muhammad Jawadullah, Muhammad Waseem, Omid Rahman, Rahul Bhatia, Tanish Suri, Vishnu Sukumaran, Vriitya Aravind
Fixtures
Friday, November 1 – Oman v UAE
Sunday, November 3 – UAE v Netherlands
Thursday, November 7 – UAE v Oman
Saturday, November 9 – Netherlands v UAE
KILLING OF QASSEM SULEIMANI
Match info
Deccan Gladiators 87-8
Asif Khan 25, Dwayne Bravo 2-16
Maratha Arabians 89-2
Chadwick Walton 51 not out
Arabians won the final by eight wickets
Our legal columnist
Name: Yousef Al Bahar
Advocate at Al Bahar & Associate Advocates and Legal Consultants, established in 1994
Education: Mr Al Bahar was born in 1979 and graduated in 2008 from the Judicial Institute. He took after his father, who was one of the first Emirati lawyers
Abu Dhabi traffic facts
Drivers in Abu Dhabi spend 10 per cent longer in congested conditions than they would on a free-flowing road
The highest volume of traffic on the roads is found between 7am and 8am on a Sunday.
Travelling before 7am on a Sunday could save up to four hours per year on a 30-minute commute.
The day was the least congestion in Abu Dhabi in 2019 was Tuesday, August 13.
The highest levels of traffic were found on Sunday, November 10.
Drivers in Abu Dhabi lost 41 hours spent in traffic jams in rush hour during 2019
The%20US%20Congress%2C%20explained
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No%20Windmills%20in%20Basra
%3Cp%3EAuthor%3A%20Diaa%20Jubaili%3C%2Fp%3E%0A%3Cp%3EPages%3A%20180%3C%2Fp%3E%0A%3Cp%3EPublisher%3A%20Deep%20Vellum%20Publishing%C2%A0%3C%2Fp%3E%0A
The Energy Research Centre
Founded 50 years ago as a nuclear research institute, scientists at the centre believed nuclear would be the “solution for everything”.
Although they still do, they discovered in 1955 that the Netherlands had a lot of natural gas. “We still had the idea that, by 2000, it would all be nuclear,” said Harm Jeeninga, director of business and programme development at the centre.
"In the 1990s, we found out about global warming so we focused on energy savings and tackling the greenhouse gas effect.”
The energy centre’s research focuses on biomass, energy efficiency, the environment, wind and solar, as well as energy engineering and socio-economic research.
