A helping hand. 'Intelligent agents' are tipped to supercharge productivity. AFP
A helping hand. 'Intelligent agents' are tipped to supercharge productivity. AFP
A helping hand. 'Intelligent agents' are tipped to supercharge productivity. AFP
A helping hand. 'Intelligent agents' are tipped to supercharge productivity. AFP

Agentic AI is the beginning of the end for project management apps


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The advent of AI agents is building capabilities that can overtake today's cloud service software used by the majority of global companies. These intelligent systems act autonomously, directly interfacing with core databases and bypassing outdated workflows, ushering in a new era in operational efficiency that will upend the massive Software-as-a-Service (SaaS) industry that has been relied on for decades.

The SaaS industry was valued at more than $250 billion globally last year, according to US technology consultancy Gartner, and is a cornerstone of how online companies function. However, as industries continue to evolve, the SaaS model – built on static applications layered over databases – is giving way to a transformative paradigm: Agentic AI.

Microsoft chief executive Satya Nadella recently predicted that traditional apps such as e-commerce platform Shopify or project management platforms like Trello or Monday.com, would give way to intelligent agents. This would shake up the foundational framework of the more than 84 per cent of technology companies that depend on SaaS for their operations.

Mr Nadella announced his plan to put AI agents into the mainstream as he introduced Microsoft 365 Copilot Chat in January.

“It's about unleashing a swarm of intelligent agents to supercharge your productivity and unlock the full return on investment in AI," he said in a video.

Similarly, Meta chief executive Mark Zuckerberg has outlined a future where AI agents perform complex tasks, from writing code to optimising workflows.

These advancements signal the dawn of an agentic era, where AI systems directly interact with core databases, bypassing static interfaces and delivering exceptional operational efficiency, precision and adaptability. For businesses, this means rethinking strategies to fully harness these capabilities effectively, with a focus on optimising infrastructure as a key enabler for future AI transformation.

Generative v Agentic AI

Traditional SaaS applications rely on Create, Read, Update and Delete operations, with complex layers of software that intervene between users and databases. Agentic AI fundamentally redefines this dynamic. Rather than static interfaces, these agents act as intelligent orchestrators, autonomously executing tasks and transforming static applications into dynamic, purpose-driven systems. By migrating decision-making and automation to the AI layer, businesses can achieve greater innovation and adaptability.

These breakthroughs are largely driven by advanced transformer-based technology, according to Stanford’s 2024 AI Index, that are enabling the realisation of Agentic AI. Developers face challenges adapting to this design paradigm, but businesses stand to unlock significant opportunities.

The distinction between generative and agentic AI lies in their approach to tasks and decision-making. Generative AI powers popular tools like ChatGPT and Google Gemini, but their capabilities remain reactive, relying on user prompts. In contrast, agentic AI operates autonomously, setting goals, strategising, and adapting in real-time. While generative AI serves as a skilled assistant, agentic AI functions as an independent collaborator, managing workflows, making decisions, and driving outcomes without constant supervision.

For example, generative AI may draft an email upon request, while agentic AI would proactively monitor the inbox, prioritise messages, draft responses, and schedule follow-ups – all while learning and adapting to user preferences.

Real-world applications and implications

Agentic AI holds transformative potential across industries by redefining operational efficiency and delivering intelligent solutions. In customer support, it moves beyond static, script-driven chatbots to dynamically adapt to tone, context, and subtle cues, offering empathetic and personalised interactions. For instance, an AI agent addressing a product availability query can check inventory, consider the customer’s location, and suggest the nearest store or delivery timeline. It even recalls prior interactions to provide a seamless and tailored experience, allowing human agents to focus on complex, strategic challenges.

Similarly in manufacturing, Agentic AI goes beyond programmed routines by actively optimising production lines in real-time, responding dynamically to challenges, and enhancing overall efficiency. Additionally, in workflow management, these AI agents anticipate bottlenecks, suggest process improvements, and autonomously handle tasks, ensuring streamlined operations and maximising productivity. By enabling adaptability and precision across industries, Agentic AI transforms how businesses operate and innovate.

With AI agents poised to transform operational workflows by redefining how data is managed and productivity is achieved, these agents will act as engines of enhanced performance, mediating digital interactions and evolving as repositories of human knowledge. As businesses identify new AI use cases across industries, ethical frameworks and governing will become critical to ensure responsible AI deployment.

Companies must evaluate their readiness by assessing talent, processes, technology, and partnerships, emphasising foundational processes to train, test, and optimise AI systems. By prioritising business processes over technology, organisations can unlock AI’s full potential, achieving transformative outcomes.

As the SaaS era draws to a close, agentic AI emerges as the defining force shaping the future of business technology. Businesses that invest in assessing their readiness across talent, infrastructure, processes, technology, and partnerships will unlock transformative potential. The question is no longer whether businesses will adopt Agentic AI but how soon they can harness its limitless possibilities to reap its rewards.

Trevor North is the Chief Operating Officer at Core42

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The worker must also have an attested educational certificate higher than secondary or an equivalent certification, and earn a monthly salary of at least Dh4,000. 

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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”

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School counsellors on mental well-being

Schools counsellors in Abu Dhabi have put a number of provisions in place to help support pupils returning to the classroom next week.

Many children will resume in-person lessons for the first time in 10 months and parents previously raised concerns about the long-term effects of distance learning.

Schools leaders and counsellors said extra support will be offered to anyone that needs it. Additionally, heads of years will be on hand to offer advice or coping mechanisms to ease any concerns.

“Anxiety this time round has really spiralled, more so than from the first lockdown at the beginning of the pandemic,” said Priya Mitchell, counsellor at The British School Al Khubairat in Abu Dhabi.

“Some have got used to being at home don’t want to go back, while others are desperate to get back.

“We have seen an increase in depressive symptoms, especially with older pupils, and self-harm is starting younger.

“It is worrying and has taught us how important it is that we prioritise mental well-being.”

Ms Mitchell said she was liaising more with heads of year so they can support and offer advice to pupils if the demand is there.

The school will also carry out mental well-being checks so they can pick up on any behavioural patterns and put interventions in place to help pupils.

At Raha International School, the well-being team has provided parents with assessment surveys to see how they can support students at home to transition back to school.

“They have created a Well-being Resource Bank that parents have access to on information on various domains of mental health for students and families,” a team member said.

“Our pastoral team have been working with students to help ease the transition and reduce anxiety that [pupils] may experience after some have been nearly a year off campus.

"Special secondary tutorial classes have also focused on preparing students for their return; going over new guidelines, expectations and daily schedules.”

Updated: February 26, 2025, 2:09 PM