Startups exert an incredible amount of gravitational force in the economy and society. And founders by having brought their products and services into existence and attracting customers, albeit arguably, have the power to remake the world in their vision.

They bring about shifts in perspective, straying away from conventional paths to realize unconventional wisdom. Many don’t create products that customers ask for. Many are prone to doing things that are harder, less obvious, and often risky.

The iPhone redefined how we interact with technology; Netflix revolutionized entertainment; Amazon transformed commerce. This says that it is crucial to keep trying to build differentiated products.

“The most impactful products weren’t built in response to explicit customer demand—people often don’t know what’s possible until they experience it,” says Mudassir Sheikha, CEO and co-founder of Careem, a Dubai-based super app for rides, food, groceries, payments and more with operations across the Middle East, Africa, and South Asia regions.

“These innovations,” Sheikha continues, “didn’t just meet existing needs; they created new behaviors and expectations. That’s why it’s important for companies to develop differentiated solutions.” 

Understanding market dynamics is important for founders to analyze supply and demand, says Sami Khoreibi, founder of Incubayt Investments and co-founder and executive chairman of Wisewell. “It is also critical to envision if your product or service is capable of creating a new space that potential customers don’t realize they need.”

Understanding the dynamics is immensely important, but being able to lift yourself outside of the parameters of what ‘today’ looks like and envisage what a new product or service can do in an entirely new segment, adds Khoreibi, is a valuable addition to that. 

While many don’t look to the market to figure out what to build, there are also businesses that follow proven models and adapt to market realities, and that’s not bad.

Loulou Khazen Baz, entrepreneur-turned-VC investor and podcaster, says there’s no single playbook for innovation.“Some of the most successful companies were born out of a deeply personal problem, while others thrived by improving an existing idea.” 

“Sometimes, being first to market is a disadvantage. The pioneers take the arrows, and the fast followers refine and scale the idea better. A slight improvement in UX, pricing, or distribution can tilt the balance in your favor,” Baz adds.

Careem, says Sheikha, has taken inspiration from market trends but focused on building for local nuance—integrating cash payments early on, pioneering ride-hailing in cities with limited transportation infrastructure, or launching a super app.“The key is not just to follow demand but to shape it by solving real pain points in a way others haven’t.”

At the end of the day, whether you’re building something novel or iterating on an existing idea, Baz says the real question is: “Can you execute better than anyone else?”

REGIONAL COMPANIES THAT MADE A MARK

In the Middle East, many homegrown companies understood an unstated customer need and responded with innovative services and products, and some excelled at localizing global models with precision. 

Emirates has set the benchmark for luxury air travel. Its innovative air travel experiences caught the attention of the entire global airline industry. 

Emaar, the real estate giant behind iconic landmarks like the Burj Khalifa and Dubai Mall, has developed world-class communities, hotels, and commercial properties across multiple countries, making it one of the most influential real estate brands globally. It understands the differentiated architectural expectations. “There is no better example of community planning and centralizing things than placing the Burj Khalifa in the middle of a vast circle, allowing virtually every building in that area to have an uninterrupted view of this iconic structure, thereby increasing the value of everything around it,” says Khoreibi. 

In the beauty industry, Huda Beauty has become one of the world’s most influential and fastest-growing beauty brands, with high-performance products and a digital-first approach. 

Masdar is pushing the envelope in using technology to power a sustainable future. It recently announced the world’s first renewable base load plant using solar power and batteries, which could be a game- changer in rolling out sustainable electricity anywhere in the world.

Aramex focused on enabling convenience and flexible delivery. The introduction of Shop & Ship for customers ordering from companies that didn’t ship to the region was a game-changer. Souq overcame many of the barriers to entry that existed in the region, such as low credit card usage, trust issues with online shopping, and logistical challenges.

Careem tailored ride-hailing to regional needs. Talabat cracked last-mile logistics. 

“Tabby made the purchase of products more sustainable and manageable for customers,” says Aahan Bhojani, co-founder & CEO of Silkhaus, a marketplace for short-term rentals across the UAE. “They have built a category-defining business that touches many retail industries.”

Many of these companies didn’t reinvent industries—they executed better, adapting to cultural and market nuances, says Baz. “Their success proves that deep local insight and flawless execution can outcompete global players.”

BUILDING DIFFERENTIATED PRODUCTS

One of the biggest challenges when introducing a breakthrough product is standing out from the crowd. Deciding how to differentiate your brand just the right amount to make it distinctive—but not so much that consumers outright reject it (remember Google Glass?)—is likely the most crucial decision a company will make. 

Going beyond the customer’s expectations is a valuable way to build a business. Trying to build differentiated products that even consumers don’t know they want will bring in more business. 

When you build something differentiated, you’re no longer competing on price or speed alone— you’re offering something unique. 

“It’s the way markets move forward,” says Khoreibi.  

“For example, Wisewell is digitizing the water purification process to help convert people from bottled to purified water. Our approach tells you what’s happening before and after the process, and that element of trust—something the customer never specifically asked for but certainly needed in the MENA region—is extremely valuable,” he adds.  

“That development didn’t come out of listening to our customers per se; it came out of us identifying something we were confident customers would respond to.”

According to Sky Kurtz, co-founder and CEO of Pure Harvest Smart Farms, combining market insights with innovative thinking and bold ambition allows for creating unique, value-driven products, where addressing localized challenges or solving long-standing inefficiencies can set solutions apart. 

“At Pure Harvest, we took on the seemingly impossible challenge of growing fresh produce in some of the world’s harshest climates, and we’ve built something truly transformative by focusing on innovative but economical solutions, not replicating the status quo,” says Kurtz.

He says this avoids the peril of being a “solution in search of a problem”, as many failed players in the sector have, and instead “start with an authentic understanding of what the market wants and is willing to pay for.” 

Apart from building a sustainable business model, Kurtz continues, “Anticipating emerging needs and delivering exceptional products, companies can shape the future of their respective industry.”

According to Bhojani, differentiated products give people choices—different needs call for different solutions. “Differentiation also drives progress by refining existing solutions and fostering innovation. As competition pushes companies to improve, it accelerates the development of new knowledge and advancements.”

Differentiation also compounds over time. “It allows you to set industry benchmarks, attract top talent, and create a long-term competitive edge that’s difficult to replicate,” says Sheikha.

The lesson here is to dig deep for what is truly distinctive—anticipate where the world is going and create a market so you end up a few steps ahead of where you are today.

PLAYING TO YOUR STRENGTHS

Founders are emotionally attached to what they’ve built, products and business models. They think about how they will change or alter what already exists. 

Although the idea of competition is healthy, competing and doing the same thing better, it is important to double down on one’s innate strengths. It isn’t just important—it’s essential. 

“You cannot be everything to everyone,” says Kurtz. “You have to pick a few lanes and stick to them. Building singular capabilities, capacities, and “muscles” to compete. Be it technical expertise, regional knowledge, or unique resources drive better outcomes.”

When you recognize and appreciate what you best bring to the table, you can then make it your goal to surround yourself with people who complement your skillset and bring even more value to the business, Kurtz adds.

“While adaptability and learning are essential, the ability to identify and double down on what you do best can be the difference between mediocrity and market leadership.” 

Everyone has individual strengths and development opportunities. And the best teams in business function in the same way as sports teams, says Bhojani. “They come together by balancing the strengths of all individuals on the table.” 

When you know what you’re great at, you attract the right people to complement your gaps instead of struggling to be everything yourself, says Baz. “Success isn’t about being perfect—it’s about leaning into what you do best and building around it.”