CXO INSIGHT
At a time when Digital Transformation is often measured by the number of platforms deployed or algorithms trained, e & has been quietly flipping the script. As one of the most recognisable brands of the UAE, the organisation chose to reimagine something more foundational: how people think, work and lead in a world increasingly shaped by machines.
What followed was not just a business reinvention but a cultural one. Since 2021, the organisation – formerly Etisalat Group – has been building a future-ready workforce equipped not just with skills but with purpose. Its transformation strategy prioritises emotional intelligence, trust and inclusive growth alongside automation and scale.
The shift is visible in everything from its revamped values and learning programmes to the creation of an AI Academy designed to teach not only algorithms but ethics. Thus, when Ali Al Mansoori, Group Chief People Officer at e &, spoke about transformation, he shared the importance on investing in futureready people to build a future-ready business.
A mindset overhaul, not just a business plan
“ Transformation isn’ t just about what you do. It’ s about how you think,” said Al Mansoori as he recounted the internal overhaul that began in 2021.
e & launched a cultural reboot centred around three values – Dare to Be Bold, Be Customer Obsessed and Unite as One – now embedded across its operations in 38 markets. These values were not introduced in isolation; they were linked to programmes aimed at shifting behaviour and language throughout all levels of the business.
Employees today want to feel invested in, heard and part of something meaningful. To meet that need, e & introduced clear policies, including hybrid work arrangements, improved parental leave and‘ Green Fridays’ to encourage balance and care for the environment.
Engineering trust in the age of AI
Among the most prominent examples of e &’ s human-first approach to future readiness is its AI Academy – an ambitious effort to build AI literacy and ethical fluency at scale. More than a skills factory, the Academy is part curriculum, part culture shift.
“ Our aim wasn’ t to teach algorithms,” said Al Mansoori.“ It was to build trust – trust in tools, trust in each other and trust in the decisions those tools inform.”
Employees can progress from basic AI literacy to high-level technical and leadership skills through tiered training, including a flagship‘ Chief AI Officer Programme’ developed in collaboration with Kellogg at Northwestern University. Employees are trained to recognise bias, articulate the rationale behind AI decisions and evaluate the ethical implications of automated tools.
Importantly, e & also developed an AI governance platform in collaboration with IBM – an internal system designed to ensure transparency, compliance and ethical alignment in the use of AI across products and operations. AI, in this context, isn’ t a buzzword; it’ s a living practice that requires oversight, education and ethical courage.
Humanising upskilling: From fear to confidence
Whether shaping strategy in Abu Dhabi or testing products in Morocco, teams were encouraged to think boldly, challenge conventions and lead decisively. This cultural repositioning was accompanied by a new employee value proposition( EVP) centred on purpose, growth and belonging. Gone were the days when compensation alone was enough to retain talent.
Upskilling entire teams in data science, automation and AI comes with its own set of emotional challenges. Not everyone starts from the same baseline – and not everyone is eager to change.
“ We’ re very conscious that transformation challenges comfort zones, not just capability,” Al Mansoori explained.“ That’ s why we meet people where they are.”
This thinking led to the creation of flexible, psychologically safe learning journeys. Within the AI Graduate Programme, tailored for Emirati nationals, participants work on real-world AI challenges from day one. Through internal competitions like HackAI and ThinkAI, they solve live business problems and present solutions to senior leadership.
Notably, 81 % of the participants in this programme to date have been women – a figure that speaks to both the appeal of the programme and e &’ s commitment to inclusive tech leadership.
From theoretical to transformational: Developing tomorrow’ s leaders
Beyond technical acumen, the company is focused on growing leadership capacity. Its flagship development
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