As the United Arab Emirates continues its rapid transformation into a global hub for technological innovation, artificial intelligence has moved from a futuristic concept to a foundational pillar of the local business landscape. However, this high-speed adoption brings a complex duality: while AI acts as a powerful lens for navigating an increasingly volatile world, it also introduces a “fog of war” fueled by digital deception. According to the International SOS Risk Outlook 2026 Pulse Check, nearly 60% of risk professionals view AI primarily as a vital tool for verifying information, effectively serving as an early-warning system. Yet, beneath this technological enthusiasm lies a growing apprehension. As AI becomes more sophisticated, so do the threats it poses, with organizations struggling to distinguish between objective truth and the increasingly convincing world of synthetic content, deepfakes, and automated misinformation.
The reality of these risks is already hitting home, even in a technologically advanced market like the UAE. The research reveals that over 40% of organizations have either been directly impacted by false or misleading information regarding their employees’ health and security or simply lack the visibility to know if they have been compromised. The nature of these threats—ranging from operational uncertainty caused by fake data to the reputational damage of impersonation—is creating a new kind of boardroom anxiety. Cybersecurity experts in the region are echoing these concerns, warning that AI-driven disinformation is no longer a fringe issue. It is now a primary threat capable of eroding organizational trust and disrupting the decision-making processes that keep businesses functioning smoothly in a global economy.
Leading experts are now calling for a shift in perspective, advocating for a “human-in-the-loop” strategy rather than blind reliance on algorithms. Cvete Koneska, Global Security Director at International SOS, notes that while AI is unparalleled in its ability to synthesize and prioritize vast amounts of data, the final act of verification is a quintessentially human responsibility. There is a tangible danger in relying too heavily on AI; doing so can paradoxically amplify misinformation and paralyze critical decision-making. When it comes to the safety and security of people, the nuance and contextual understanding of human experts are irreplaceable. Integrating AI into risk management is not about replacing the human element but empowering it, ensuring that we use technology to support judgment rather than surrender it.
The stakes are perhaps highest in the realm of public health. Dr. Irene Lai, Global Medical Director at International SOS, has issued a sobering warning regarding the emergence of “digital biowarfare.” This involves the use of deepfakes—often featuring high-authority medical professionals—to spread false health data during disease outbreaks. This represents a chilling evolution of the threat landscape; malicious actors can now sow chaos in public health and emergency response systems without ever deploying a physical agent. This digital manipulation can undermine trust in legitimate healthcare providers, disrupt vaccine rollouts, and lead to panic. In this new era, the ability to verify the authenticity of health information has become as critical to public safety as the development of medical treatments themselves.
Beyond the specific anxieties surrounding AI, the report highlights a broader, more systemic vulnerability: the struggle of organizations to actually act when a crisis occurs. While identifying a risk is one thing, responding to it with agility is another. The data is telling—only 10% of organizations feel they can respond “very quickly” to a new threat, while a concerning 20% admit they are effectively sluggish when faced with volatility. This indicates a structural failure; many companies are still designed for the predictable, stable markets of the past, rather than the fast-paced, unpredictable environment of today. When a crisis strikes, the speed of information must be met with an equal speed of executive action, and currently, too many businesses are lagging behind the pace of the risks they face.
Ultimately, the findings point to significant gaps in corporate governance that must be addressed to ensure resilience. With roughly one-quarter of organizations lacking clear triggers for when to escalate a crisis and many others failing to align their local and global response strategies, the result is often chaos—duplicated efforts, inconsistent messaging, and the silent, corrosive threat of employee burnout. As James Wood of International SOS points out, the obstacle is no longer a lack of awareness, but a lack of decisiveness. To survive in the coming years, organizations must pivot from stable-state management to dynamic, agile operations. By tempering our reliance on AI with rigorous human oversight and refining the internal mechanisms that turn information into action, businesses can transform these complex risks into opportunities for growth and resilience.