Tech Talent
Why the Middle East Is Embracing AI
Why the Middle East is optimistic about AI while the West hesitates—and what leaders must do now to prepare their people and organizations for an AI-first future.
July 14, 2025
In a recent conversation between Anthony Nakache, Managing Director for MENA at Google, and Inge Van Belle, Senior Client Partner, Technology Practice at Korn Ferry, the discussion focused on one critical question: How can organizations in the Middle East prepare their workforce for an AI-first world?
According to Korn Ferry’s latest workforce 2025 report, optimism about AI is surprisingly strong in the region. 84% of employees in Saudi Arabia and 82% in the UAE say they feel positive about AI’s potential. This outlook stands in stark contrast to more skeptical views in Europe and North America —and it signals a major opportunity for forward-thinking leaders.
“We’re not competing with AI. We’re competing with people who are already using AI.” says Anthony Nakache, Managing Director for MENA at Google
AI Will Transform, Not Just Replace Jobs
While public conversation often centers on job losses, leaders must look beyond that narrative. As Nakache puts it:
“Some jobs will be replaced—that’s a fact. But even more will be created. Just a few years ago, the role of prompt engineer didn’t exist. Now it’s in high demand.”
Inge Van Belle builds on this, noting that the more strategic discussion is around transformation: “The question isn’t if jobs will disappear. It’s how we evolve. We’re becoming augmented as humans: smarter more capable, more productive. We’re becoming super human. The challenge for HR leaders is how to support that transformation and manage these superhumans.”
For organizational leaders, this means moving beyond fixed roles and static job descriptions. To stay competitive, companies must embrace skills-based models that recognize emerging capabilities, foster agility, and create space for growth alongside technology.
The Real Barrier? Skills, Not Technology
Many companies overestimate the technical challenges of AI while underestimating the human ones.
According to Nakache, “We’re not competing with AI. We’re competing with people who are already using AI. That’s why continuous learning is essential.”
As Van Belle notes, highlighting Korn Ferry's research: “In our workforce survey, a clear gap emerged—many employees in sectors like consumer goods and construction report low exposure to AI tools and training. Meanwhile, industries like government and healthcare are further ahead.”
Organizational leaders must prioritize building scalable, inclusive learning environments. Whether you’re a small business or a large enterprise, developing the internal infrastructure to continuously upskill your people is no longer optional — it’s a competitive necessity.
Change the Narrative: From Fear to Enablement
To fully unlock the benefits of AI, organizations need to address internal resistance.
According to Nakache, “If people believe AI will replace them, they’ll resist it. But when they understand how it can improve their role, it changes everything.”
Van Belle adds: It’s about creating a workplace culture where AI is seen as an opportunity — not a threat.”
Leaders must actively shift the organizational mindset. By clearly communicating how AI enhances— rather than replaces—roles, and by involving employees in transformation efforts, companies can foster stronger engagement and smoother adoption.
From Classroom to C-Suite: Everyone Needs AI Literacy
The UAE recently announced that AI education will be mandatory for students starting as early as age five—a sign of how seriously the region is investing in digital readiness.
But AI education can’t stop at the classroom door.
“It’s not just children—people in the workforce, leaders, and entrepreneurs all need to understand AI, we’ve committed $50 million to train 500,000 people across MENA in AI skills over the next two years.” says Nakache.
Business leaders must do the same internally—building learning frameworks that are continuous, not one-off. From executive workshops to team-based learning programs, successful organizations will be those that embed AI literacy at every level.
Boardroom Urgency: From Awareness to Action
Today, every board and leadership team is talking about AI. But few have translated that into focused execution.
“AI isn’t just a buzzword anymore—it’s becoming a business imperative,” Van Ness says. “Today, many leaders understand the potential of AI, but the real challenge lies in moving beyond awareness to practical, focused execution. Too often, organizations get stuck in discussions without clear plans or measurable outcomes, which slows down their ability to compete and innovate.
To succeed, according to Van Ness, organizations must prioritize key transformations: first, re-align structures, roles, and resources to seize growth opportunities; second, assess how AI and other emerging technologies are reshaping work and roles; and third, develop change-ready leaders who can navigate disruption and manage the tension between performance and transformation.
“Many organizations still struggle to define clear AI use cases and understand where real business impact will come from,” says Nakache. “Marketing is one area where the ROI is already clear — companies embracing AI here are growing 60% faster than their peers.”
Leaders must challenge their teams to go beyond talk. That means identifying high-impact areas, investing in tools, and building cross-functional teams capable of agile experimentation.
Building an AI Organization
Korn Ferry's research reveals that over 82% of CEOs and senior leaders expect AI to have a significant to extreme impact on their business, making a strong case for a solid AI organizational design. To learn more, Korn Ferry interviewed top executives across various industries and geographies about their AI team structures and the pros and cons of their approaches. Many leaders recommended a “build and buy” approach, combining off-the-shelf solutions with a broader AI strategy.
There’s no one-size-fits-all solution for AI organizational design. The ideal model varies based on factors like existing AI capabilities, business objectives, budget, leadership, and company culture.
Before selecting an AI model, organizations need to evaluate their current state, define clear goals, and weigh the pros and cons of each option. Getting ready for AI means streamlining, standardizing, and automating processes, alongside attracting or nurturing the right AI talent—all to transform the technology’s potential into real, actionable results.
Korn Ferry is here to support leaders in turning ambition into action.
Want to assess your organization’s AI readiness? Contact Korn Ferry to start your transformation journey.
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