Rahul Arya of Artefact explains how GCC organisations can turn connected data into clearer insights, more responsive planning and better-informed business decisions.
AI is expanding the way businesses understand customer demand, assess opportunities and plan for growth. For GCC organisations, its value increasingly lies in bringing information together and helping leaders decide where to focus resources, improve operations and invest.
Rahul Arya, CEO and Managing Partner of Artefact for SAPMENA and India, brings more than 20 years of international experience in data, AI and digital transformation. A member of Artefact’s Global Executive Committee, he advises government and private-sector leaders across industries including banking, retail, tourism, real estate and telecommunications. His background includes management consulting at McKinsey & Company and service in the Indian Administrative Service.
Artefact supports organisations with data, AI and digital transformation, with offices including Dubai, Riyadh, Doha and Pune. Arya discusses how businesses can move from reporting performance to evaluating their next steps, combining AI-supported analysis with executive judgement.
Interview excerpts
How can AI help GCC businesses understand evolving market conditions and identify new growth opportunities?
AI helps organisations connect information from markets, customer behaviour, logistics, economic indicators and operational performance to build a clearer picture of their business environment. GCC economies have strong links to international investment, energy, tourism and global commerce, creating opportunities to draw insights from a wide range of information. By continuously analysing business and market signals, AI can identify emerging demand patterns, changing customer preferences and potential areas for expansion. Its value extends beyond explaining past performance to helping leaders understand what developments could mean for their organisation and which actions could support growth. Earlier visibility gives management more time to assess opportunities, refine priorities and respond with greater confidence.
How does AI move beyond dashboards to support decisions, and what does this mean for CEOs and senior executives? Traditional dashboards provide a useful view of past and current performance. AI builds on that foundation by helping executives evaluate their next steps across pricing, inventory, customer engagement, market entry and investment. A change in demand, for example, can prompt an assessment of different pricing approaches, marketing opportunities or resource allocations. Speed is a significant benefit. AI can bring together information and explore scenarios that would otherwise require several rounds of reporting and analysis. Executives can examine the potential benefits of entering a new market, expanding an offering or accelerating investment in a particular location. The final decision remains with the leadership team, supported by timely insights and a clearer understanding of the available options.
How can AI improve forecasting and planning while complementing human judgement?
AI can identify patterns, analyse large volumes of information and model different business scenarios, helping organisations strengthen forecasting and planning. Combining demand forecasts, market intelligence, financial information and operational data gives executives a more connected view of potential outcomes. Leaders can compare assumptions, explore different options and understand how each might influence performance. Forecasts remain a guide rather than a guarantee, and their greatest value comes when they are considered alongside business experience and sector knowledge. Human judgement provides the context needed to interpret findings and choose an appropriate course of action.
For organisations with substantial data resources, the opportunity is to translate that information into practical insights that support confident, well-informed decisions.
How will AI support more continuous strategic planning, and where will lasting competitive advantage come from?
Long-term objectives remain central to business strategy, while AI helps organisations refine execution as fresh information becomes available. Continuous monitoring of customer preferences, market developments and operational performance allows leaders to update decisions around pricing, investment, inventory and resource allocation throughout the year. Annual planning can therefore become part of a more responsive process, supported by regular insights and scenario analysis. Competitive advantage will increasingly come from how effectively an organisation recognises an opportunity, understands its relevance and acts on it. Success depends on connecting data, technology, people and decision-making processes. For GCC businesses investing in AI and digital infrastructure, the next step is to translate those capabilities into measurable improvements in business performance and strategic execution.
Which GCC sectors can benefit most, and how should organisations approach AI to achieve meaningful business value?
AI offers opportunities across virtually every major sector. Retailers and consumer businesses can improve demand forecasting, customer prioritisation and pricing. Travel and tourism organisations can better understand booking patterns and tailor their offerings. Banks can strengthen customer intelligence, financial analysis and personalisation, while telecommunications and real estate businesses can identify demand trends and investment opportunities. Governments can use AI to support economic planning, diversification and public services. Across these applications, the starting point should be a clearly defined business priority. Leaders can identify the decisions that matter most and determine how AI could improve their quality, speed and consistency. Meaningful value comes from embedding AI into everyday operations, supported by connected data, relevant expertise and clear ownership of decisions.
Source: Tahawul Tech