Endava executive outlines how enterprises can tread that elusive path of AI adoption and modernisation

David Boast, General Manager – UAE & KSA, at Endava has penned an exclusive op-ed, which examines how enterprises can tread that elusive optimal path of AI adoption and modernise their operations without too much risk.

The new year offers the perfect moment to reflect on the past and shape the future. What insights can guide us forward? What strategies will drive success? Which fleeting trends will fade, and which transformative forces will demand our focus? Amongst these, artificial intelligence stands as a pivotal opportunity that businesses can no longer afford to overlook.

Around the world, a wave of quick-fire AI implementations has emerged, driven by the urgency to gain first-mover advantage. Yet, this rush has sparked a new and essential conversation: how can businesses harness AI responsibly, ensuring compliance with data regulations?

The reality is that even leveraging first-party data effectively may call for a comprehensive modernisation of core systems. In many ways, this marks a new era of digital transformation — one that balances technological advancement with ethical responsibility.

The change before the change

In many cases, AI has been layered onto existing systems as a quick fix. While this approach might work temporarily, it falls short of laying a foundation robust enough to support AI’s full potential.

Effective AI adoption requires more than patchwork solutions; it demands an infrastructure designed for scalability, agility, and governance.

An AI-ready business must be prepped to adapt quickly to shifting market dynamics, customer demands and emerging technologies.

This begins with a deep understanding of workflows, business logic and operational nuances that may be obscured by legacy tech sprawl.

Leaders must prioritise data governance, invest in modular architectures for rapid deployment and establish systems capable of managing AI’s demands over the long term.

While modernisation is a cornerstone of keynote speeches and whitepapers, CTOs know that it can be fraught with risk. Tacking AI onto legacy systems might seem like a lower-risk option but is often a false economy.

Clean data and modular building capabilities must come first. The challenge, therefore, is to find ways of making changes that minimise service disruption.

For incumbent GCC businesses, this urgency is compounded by competitive pressures.

The plain fact is that these businesses are prone to disruption by well-funded startups that do not have to tear down old systems to be AI-ready.

But with a data-based approach and the right expertise, established organisations can rise to the challenge of modernising their core systems without derailing operations, in preparation for AI-driven growth.

Building the foundation for success

Start with the business fundamentals. Understand yourself before trying to understand AI. From this starting point, methods for clearly capturing data will emanate from the way the business operates day to day.

Composable architecture comes next; rapid feature deployment is a must in a digital economy.

Finally, if the business can dig into its existing systems to understand its workflows and business logic, then the fundamentals are in place. The change before the change is complete. Subsequent modernisation will be more transparent and flexible, leading to reduced risk.

Milestones provide confidence and clarity along this journey. A move to the cloud might come first, or perhaps you will choose to rewrite your application architecture.

Whatever foundations you build, AI will sit on a far firmer base than if simply tacked onto a legacy stack. Blending the strengths of technology and people, regional organisations can take deep analytical dives into legacy assets.

Tools even exist to offer data-driven automation of this process, backed by the right skillsets, to deliver a de-risked, cost-controlled, modernisation process.

Essentially, the organisation uses advanced AI in controlled circumstances to pave the way for embedding AI deeper into the fabric of business.

This core modernisation is, remember, only a means to an end. In the GCC, where bold innovation is the norm, businesses already understand the power of AI. Governments and businesses here are practiced early adopters, so they have many lessons to draw on.

They know that adoption of a new technology often requires fundamental shifts in infrastructure, business processes and even corporate culture. AI is a many-headed beast capable of fulfilling a rich menu of use cases.

Your organisation has to consider its industry, workforce, operating capital, growth ambitions and more. It must grapple with the eccentricities of its people, shareholders and market. And it must be clear-eyed about where it wants AI to take it and how to undertake the journey with the lowest possible risk.

As is abundantly evident at this point, embracing AI will no longer be optional for GCC businesses. To remain competitive, organisations must modernise their core systems and infrastructure, prioritising clean data and composable architecture. This foundation will enable seamless integration of AI, unlocking its potential while minimising risks. With the region’s history of bold innovation and a readiness to embrace transformative technologies, the GCC is well-positioned to lead in this new digital era. This is a pivotal moment for organisations to align bold technological ambitions with solid execution, paving the way for long-term success.