What: GCC organizations are rapidly advancing in digital and AI maturity, but foundational gaps in talent, data, and technology remain key barriers to scaling value at pace.

Why it is important: Closing the divide between AI Leaders and Laggards will determine which organizations can convert AI momentum into sustained growth and operational excellence.

This report analyzes the rapid progress of GCC organizations in digital and AI maturity, benchmarking nearly 200 entities across Qatar, Saudi Arabia, and the UAE. While 39% of organizations now qualify as AI Leaders, the majority remain in early stages, struggling to scale AI solutions and capture significant value. The study highlights that AI Leaders consistently outperform Laggards in revenue growth and cost reduction, driven by strategic investments in agentic AI, upskilling, and robust operating models. However, foundational gaps in talent, data infrastructure, and technology platforms persist, limiting the ability of many organizations to move from isolated AI successes to system-wide transformation. The report emphasizes the importance of adopting AI-first operating models, fostering business-centric ownership, and prioritizing responsible AI governance. It also underscores the need for continuous investment in workforce development and cross-functional collaboration to overcome barriers to adoption. Ultimately, the ability to bridge the gap between AI Leaders and Laggards will be critical for organizations seeking to convert AI momentum into long-term business impact and maintain competitiveness in a rapidly evolving digital landscape.

IADS Notes: The rapid digital and AI maturity gains among GCC organizations, as highlighted by BCG in January 2026, mirror broader industry trends where only a minority of retailers have successfully scaled AI to deliver measurable business value. Despite 72% of retail employees using AI regularly, BCG’s June 2025 study reveals that just 10% of retailers have achieved full-scale deployment, underscoring the persistent foundational gaps in talent, data, and technology platforms. This divide between AI Leaders and Laggards is further emphasized in BCG’s November 2025 and Deloitte’s September 2025 reports, which show that organizations with robust upskilling, governance, and leadership engagement are realizing higher revenue growth and operational efficiency. The adoption of agentic AI and AI-first operating models, as noted by Retail Touchpoints in January 2026 and Bain & Company in December 2025, is driving innovation and customer experience, but success depends on systematic investment in workforce development and organizational change. As BCG and Gallup reported in September 2025 and January 2026, only 36% of retail workers feel prepared for AI-driven change, making upskilling and cultural adaptation urgent priorities. Ultimately, the path to converting AI momentum into value at scale requires a coordinated strategy that blends technology, talent, and leadership, as reinforced by BCG, Inside Retail, and Bain & Company throughout 2025.

Unlocking potential: How GCC organisations can convert AI momentum into value at scale