Our people remain our greatest asset: e&’s Group Chief People Officer

At the heart of every successful transformation lies one constant: people. Empowered, engaged, and valued employees unlock the innovation and resilience that organizations need to navigate an increasingly complex and fast-paced world. Yet, creating this dynamic is no longer just about developing skills; it’s about fostering a culture where individuals can thrive, contribute, and drive impact.

As businesses grapple with unprecedented challenges—from technological disruption to shifting workforce expectations—leaders play an important role in shaping environments that inspire creativity and adaptability. The task is profoundly strategic: how can companies build workplaces that align with their ambitions while nurturing the very people who will make those ambitions a reality?

In this exclusive web series, Ali Al Mansoori, Group Chief People Officer of e& shares his thoughts on the future of work, the challenges of fostering innovation, and the importance of building people-centric organizations.

Transcript:

Liji Varghese: You have been voted the best workplace. What kind of strategies did you implement to actually reach this position?

Ali Al Mansoori: To answer your question, allow me to take you back to 2021 when the organization decided to embark on a huge transformation to evolve from a telecommunication company to a giant technology group. To do so, we decided to transform everything we do differently to reach the goal we need, starting from the way we enhance businesses, expand our offerings, explore the variety of products and services required, and keep up with what’s new in the market globally, not just domestically. With all that, we decided it was time to change the culture because whatever brought us here today will never take us where we need to be tomorrow.

We decided to create a culture based on “Unite as One,” and we introduced new values. These values are:

• Dare to Be Bold: In a transformation journey, we need people to challenge the status quo.
• Customer Obsessed: Everything we do must ultimately serve our customers. How do we understand and get closer to our customers? How do we ensure we serve them better?
• Unite as One: e& operates in more than 38 markets. How do we ensure everyone speaks the same language and aligns with the same vision?

We conducted roadshows across the entire entity, embedding these values into daily tasks. These values became tools to foster creativity and innovation.

This cultural transformation is reflected across our operating markets. Our people became the most important assets driving this transformation forward. We also aligned with global trends such as AI, digital transformation, and digital mindsets. To this end, we partnered with global entities, bringing in best practices and hiring top talent from around the globe.

We also heavily invested in local talent by collaborating with sophisticated educational institutions. Since 2021, we’ve hired over 250 AI graduates who are key to driving our transformation.

In summary, we’re building a strategy centered on bringing innovative products to customers, ensuring our people drive this strategy towards 2030 goals, and embedding our values in their day-to-day activities.

We also make it a priority to listen to our people, ensuring they have the tools and resources needed to master their current roles and prepare for future ones. Today I am proudt to be part of this amazing organization.

Liji Varghese: Today, there are at least five generations working together in organizations, from the Silent Generation to Gen Z. Each has different expectations and needs. How do you strategize collaboration between these generations to ensure smooth operations?

Ali Al Mansoori: Spot on. It’s simple—having the right operating model, the right leaders to engage people, and the right systems in place.

For instance, we recently launched Harmonize&, a new digitalization system that enables seamless communication and collaboration. We also introduced Viva Engage, a platform where all generations—from senior colleagues to Gen Z—connect, collaborate, and learn from one another.

Additionally, we facilitate secondments, allowing colleagues to work across our markets in Egypt, Pakistan, Morocco, and beyond. This fosters understanding and respect between generations.

It’s all about mindset. With the right tools, even legacy employees with years of experience are inspired to lead by example, embracing transformation and innovation.

Liji Varghese: e& has been enabling employees to adapt to technology. What policies and strategies are in place for this?

Ali Al Mansoori: Since our transformation began, we’ve identified six critical technical competencies tailored for our verticals, in consumer, tech, IT, and enterprise.

We’ve launched initiatives like the SheLeads, AI graduate program, and others aligned with these competencies. These programs are also integrated into our performance management system to ensure alignment with individual and organizational goals.

We frequently assess skill gaps and implement training to bridge them, empowering employees with the tools and mindset needed to excel.

Liji Varghese: How does e& address the fear of change, especially with the rapid advancements in AI and technology?

Ali Al Mansoori: We’re fortunate to have leadership that “walks the talk,” ensuring clarity and trust. Agility thrives in a collaborative environment, and collaboration is one of e&’s core pillars.

Our culture encourages experimentation and learning from mistakes. Leaders support and empower employees, fostering innovation and adaptability.

Liji Varghese: Retaining AI talent is challenging, given its concentration in regions like the U.S. and Europe. How does e& attract and retain such talent?

Ali Al Mansoori: While AI talent is concentrated in regions like the U.S., the UAE is a hub for attracting and nurturing talent. At e&, we provide employees with the tools, resources, and opportunities to grow.

Our extensive certification programs and investments in employee development are key retention tools. We believe in continuously investing in people, as they are the fuel for our success.

Liji Varghese: Thank you so much for having us today. It was very insightful. Any final thoughts?

Ali Al Mansoori: Like I said, if there is something that I would leave you with, e& is an example to many entities—not just nationally or domestically, but even globally—of the changes and transformations that we are going through. As I mentioned, we are trying, and we are doing a great job at being innovative, creative, and bringing new solutions. We are investing in our people, and they will remain our main asset for success.

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Editor’s note: This transcript has been edited for clarity and conciseness.