Throughout the Gulf Cooperation Council (GCC), the pace of AI integration remains rapid. Before the rise of generative AI (GenAI), McKinsey forecasted a 9% increase in the combined GDP of the Arab Gulf region due to artificial intelligence, equating to an additional $150 billion in value. However, by May 2023, McKinsey acknowledged that their projections might be exceeded by the advent of large-language models (LLMs) and other autonomous-creation technologies. The AI landscape appears volatile, yet history indicates that GCC governments are proactive rather than passive. In June 2023, in the UAE, Sheikh Hamdan bin Mohammed bin Rashid Al Maktoum, Crown Prince of Dubai and Chairman of The Executive Council, endorsed the appointment of Chief AI Officers (CAIOs) in 22 government entities. The CAIO role, which has attracted significant attention since AI's emergence as a powerful tool, necessitates a closer look at its practical implications.
The CAIO's responsibilities often overlap with those of Chief Information Officers (CIOs) and Chief Data Officers (CDOs). Without clear, undisputed authority over AI, the CAIO's impact on achieving Everyday AI, a transformative cultural shift integrating AI into every organizational task, is constrained. To justify the investment in recruiting, onboarding, and maintaining a CAIO, the organization must utilize this resource effectively. The CAIO should be empowered to oversee strategy, implementation, and governance, steering the organization towards business objectives and competitive advantages in the private sector.
In organizations with a CAIO, the CIO should focus on broader IT infrastructure, and the CDO on data assets. The CAIO will manage AI programs, aligning them with business goals and fostering an AI-centric culture that emphasizes ethics, eliminates bias, promotes transparency, and ensures data privacy. The CAIO combines the roles of a business strategist and a risk manager, laying the foundation for AI success by securing and retaining top AI talent. However, resistance from CIOs and CDOs is anticipated due to their substantial investments in AI-related areas.
To prevent power struggles, it is crucial to clearly define each role and recognize the interdependencies between AI, data, and IT. Collaboration between the CAIO, CIO, and CDO is essential to support AI initiatives and align them with business objectives. Over time, this collaboration should foster trust and efficiency. The CAIO must lead in AI governance, recognizing that risks to one stakeholder affect all. Collaborative approaches involving multiple team members can enhance AI maturity, potentially through committees chaired by the CAIO that include the CIO, CDO, and other business stakeholders.
The success of AI initiatives often hinges on attitude and collaboration. Where resistance to the CAIO exists, a committee approach may be more effective. However, in environments that embrace collaboration and joint accountability, an independent strategist like the CAIO can yield substantial benefits. The GCC is poised to lead in AI, and the role of the Everywhere CAIO could be pivotal in achieving Everyday AI.
