Insights: Supporting female leaders, local talent for future success 

It is often said that history never stands still. This rings particularly true considering data from the World Economic Forum, which predicts a staggering 23 per cent of jobs will change within the next five years, with a remarkable 44 per cent of workers’ core skills being disrupted by technological advancements.

Emerging technologies like artificial intelligence (AI) and automation are bringing about this rapid pace of change, which is transforming the nature of work and the skills required to thrive in the modern economy.

However, many organisations are not responding quickly enough to these challenges.

Mercer’s Global Talent Trends (GTT) Report 2025 shows that only 28 per cent of organisations globally are regularly using generative AI, despite its transformative potential to streamline processes, enhance decision-making, and unlock new avenues for growth.

More so, HR leaders at these companies do not believe that AI has fundamentally shifted their business models yet, suggesting a concerning lack of preparedness for the impending disruptions.

The good news is, as always in times of change, a world of opportunity awaits organisations and nations that can successfully navigate these challenges.

Proactive risk management and a concerted effort to capitalise on the benefits of technological disruption are crucial for organisations to thrive in the rapidly evolving business landscape.

Focusing on people

As 2025 is now in full swing, with ambitious plans on the business agenda, organisations have an opportunity to reflect on their most valuable asset – people.

These agendas are a moment in time when it is vital to seize new opportunities amidst the array of challenges and uncertainties that exist.

Investing in talent that can harness the full capabilities of AI and other emerging technologies is a critical factor in propelling economic transformation and growth. By fostering innovation and creating new career opportunities, these technologies are shaping the jobs and skills of the future.

In the Middle East, more than 50 per cent of the local youth population in the GCC is under the age of 25. This demographic also includes a significant population of tech-savvy young women known for their early adoption of technology, which creates a fertile ground for the next generation of female leaders.

In view of this year’s International Women’s Day theme “accelerating action” it is crucial organisations ensure they continue to invest in upskilling women so they can fully participate in the future of work.

Research consistently shows that women are less likely than men to believe their skills are relevant for jobs they haven’t done before. This was a significant issue during the COVID-19 pandemic when the sudden shift to remote work meant organisations needed to change how they find and develop talent to avoid missing out on valuable talent.

These issues persist according to Mercer’s Global Talent Trends (GTT) report and Inside Employees’ Minds research, which indicates that women are less likely than men to believe their managers are invested in their careers (68 per cent versus 75 per cent).

Additionally, women often bear the brunt of childcare and domestic responsibilities, making flexible work arrangements such as remote work and flexible schedules more appealing to them (52 per cent versus. 45 per cent for men).

Organisations everywhere, and particularly in the Middle East, must consider all these factors when deciding how to find, develop, retain, and empower top talent to avoid missing out on valuable growth opportunities.

Leaders must leverage these values and preferences to future-proof their businesses and align with the leadership approaches and work styles favoured by the next generation of professionals.

Read: New study reveals 78% of women in EEMEA want to be entrepreneurs

Embracing change, supporting female talent

In the Middle East, we are fortunate that countries like Saudi Arabia and the UAE remain optimistic in the face of global challenges, distinguishing themselves with a positive attitude that sees potential on the other side of obstacles. This willingness to embrace change is an essential quality for navigating the rapidly evolving business landscape of the 21st century. The commitment to fostering a culture of empowerment is evident in various government initiatives and policies across the region.

Both Saudi Arabia and the UAE have national agendas that focus on social, economic, investment, and development aspects, while also emphasising the empowerment and leadership of women in all fields to achieve these goals.

Women who are equipped with in-demand skills will be well-positioned to help drive this transformation, taking on new roles, advancing their careers in the digital economy, and contributing to the region’s ongoing technological transformation.

This will not be a straightforward process in practice. The Mercer Marsh Benefits People Risk 2024 report highlights organisations in the UAE face a range of employee-related risks, from technology disruption to workforce practices that may no longer be fit for purpose in the digital age.

One key concern is the mismanagement of AI, with 48 per cent of UAE respondents worried about employees’ over-reliance on AI-generated content without proper verification or oversight.

With this in mind, businesses in the region have an opportunity to collaborate with leaders across their organisations to develop a comprehensive understanding of AI’s advantages and risks, evaluate potential scenarios, and build a digital-first people strategy that aligns their workforce with the demands of the future.

So, as we reflect on International Women’s Day 2025, let us commit to accelerating action, where women are continually empowered to learn new skills, embrace AI and other technologies and are encouraged to lead.

By doing this, the Middle East can continue to position itself as a global leader in innovation, entrepreneurship, and sustainable development, paving the way for a brighter future for generations to come.

 The writer is a career business leader at Mercer Middle East.