Skills, culture and leadership: The foundations of the UAE’s digital economy

As the UAE marks Emirati Women’s Month, attention is focused on the role women play in shaping the country’s future industries. From artificial intelligence (AI) and cloud computing to digital infrastructure and advanced technologies, the UAE’s economic ambitions increasingly depend on a workforce equipped with the skills, leadership capabilities and adaptability required to navigate a rapidly evolving landscape. While technology continues to transform how organisations operate, business leaders are placing greater emphasis on the people behind that transformation. As demand for AI, data and digital expertise accelerates, organisations are rethinking how they attract, develop and retain talent, while ensuring diversity and inclusion remain embedded in business strategy. For companies operating at the heart of the UAE’s digital economy, building the right culture and workforce has become as important as investing in technology itself. According to Fatma Ashkanani, chief people and culture officer at Khazna Data Centers , the evolution of AI and digital infrastructure is fundamentally changing workforce expectations. “The expectations placed on the workforce are evolving quickly,” she says. “Technical capability remains essential, but increasingly it needs to be matched by adaptability, critical thinking and the ability to work effectively across disciplines.” Preparing talent for a changing digital economy The rapid pace of technological advancement is creating demand for a wider range of skills than many organisations have traditionally prioritised. While expertise in engineering, operations, data and digital systems remains critical, employers are increasingly looking for professionals who can collaborate across functions, solve complex problems and continuously adapt to new technologies. For industries such as datacentres, which form the foundation of the digital economy, this challenge is particularly pronounced. “In an industry such as datacentres, this means developing people who understand both the complexity of the physical infrastructure and the rapidly changing technology landscape it supports,” she adds. “People today are looking for more than a role. They want meaningful work, opportunities to grow, and confidence that they are joining an organisation that aligns with their values and can be an incubator for their careers” Fatma Ashkanani, Khazna Data Centers As AI capabilities continue to evolve, organisations can no longer rely solely on recruiting for immediate needs. Instead, many are focusing on creating learning environments that enable employees to continuously develop new skills throughout their careers. “The pace of change means we cannot simply recruit for the skills we need today. We have to build an environment where people are able to keep developing for what comes next,” says Ashkanani. Beyond compensation: Winning the battle for talent Competition for skilled technology professionals remains intense across the region. Yet attracting top talent increasingly requires more than offering competitive salaries and benefits. Those in today’s workforce, particularly younger professionals entering the market, are looking for a stronger sense of purpose, opportunities for growth and a workplace culture that aligns with their values. “People today are looking for more than a role,” says Ashkanani. “They want meaningful work, opportunities to grow and confidence that they are joining an organisation that aligns with their values and can be an incubator for their careers.” For organisations supporting national digital transformation agendas, communicating purpose has become a key differentiator. Employees want to understand how their work contributes to broader economic and societal goals. At the same time, retaining talent requires organisations to invest continuously in learning and development rather than relying solely on external recruitment. “As our industry evolves, organisations need to invest in building capability internally rather than relying solely on the external talent market,” Ashkanani says. Diversity and inclusion become meaningful when they are reflected in how an organisation makes decisions, develops talent and measures success. They cannot sit solely within the HR function Fatma Ashkanani, Khazna Data Centers Long-term retention, she adds, is shaped by the overall employee experience, including leadership quality, trust, recognition and opportunities to contribute meaningfully. “Competitive remuneration matters, of course, but long-term engagement is built through much more than compensation alone.” Embedding inclusion into business strategy As organisations seek to build future-ready workforces, diversity and inclusion have become increasingly important considerations. However, Ashkanani argues that meaningful progress requires moving beyond standalone HR programmes. “Diversity and inclusion become meaningful when they are reflected in how an organisation makes decisions, develops talent and measures success,” she says. “They cannot sit solely within the HR function.” This means integrating inclusion into recruitment practices, leadership development, succession planning and performance management processes, while ensuring accountability exists across all levels of the organisation. “Inclusion is about whether people have a genuine opportunity to contribute, progress and be heard,” she adds. When embedded into broader business strategy, diversity and inclusion can strengthen culture, improve decision-making and help organisations better reflect the communities and customers they serve. Redefining leadership in the age of AI The demands placed on leaders are also evolving as organisations navigate technological disruption and economic transformation. For Ashkanani, successful leadership today requires balancing clarity with adaptability. “Successful leaders need a combination of clarity and adaptability. They have to provide direction while remaining open to new information, different perspectives and changing circumstances,” she says. One quality that is becoming increasingly important is curiosity. In an era where AI and emerging technologies are reshaping industries at unprecedented speed, leaders can no longer assume that past experience alone will prepare them for future challenges. “No leader can assume that what worked five years ago will be enough for the next five, particularly in technology,” she says. “The strongest leaders are willing to keep learning, ask good questions and surround themselves with people whose expertise may be different from their own.” “People perform at their best when expectations are clear, but also when they feel trusted and supported. Leadership is not simply about having the answers – it is about creating the conditions in which others can succeed.” As one of the organisations helping enable the UAE’s growing digital economy through large-scale datacentre infrastructure, Khazna operates in an environment where innovation, reliability and operational excellence must coexist. According to Ashkanani, organisational culture plays a critical role in balancing these priorities. “Culture is fundamental because infrastructure at this scale depends on people being able to work across disciplines, solve complex problems and make consistently high-quality decisions.” Innovation, she argues, must be closely aligned with business outcomes. “For Khazna, innovation is not innovation for its own sake. It has to translate into safe, reliable and operationally ready infrastructure.” Achieving this requires organisations to create environments where employees are encouraged to challenge assumptions and explore new approaches, while maintaining strong standards around accountability, quality and execution. Over the next decade, I would like to see even more Emirati women entering technical and specialist fields, gaining exposure to different areas of the business and progressing into senior operational and executive roles Fatma Ashkanani, Khazna Data Centers It also requires collaboration across multiple disciplines, from engineering and construction to operations, sustainability and commercial teams. “A strong culture creates the alignment and trust needed for those diverse teams to move quickly without compromising on quality or safety,” Ashkanani adds. Expanding opportunities for Emirati women As the UAE continues to invest heavily in sectors such as AI, digital infrastructure and advanced technologies, Emirati women are playing an increasingly visible role in shaping the country’s future. “The progress of Emirati women is increasingly visible across sectors that are shaping the UAE’s future, including technology, engineering and the wider digital economy,” says Ashkanani. Across both public and private sectors, women are assuming greater leadership responsibilities and contributing to industries that have historically seen lower levels of female representation. However, Ashkanani believes the next phase of progress should focus on strengthening pathways into technical, specialist and executive leadership positions. “What is equally important now is ensuring that this progress continues through a strong pipeline of opportunity,” she says. “Over the next decade, I would like to see even more Emirati women entering technical and specialist fields, gaining exposure to different areas of the business and progressing into senior operational and executive roles.” Achieving this will require continued investment in mentorship, leadership development and opportunities for women to take on increasingly complex responsibilities throughout their careers. “Emirati Women’s Month is an opportunity to celebrate how far women in the UAE have come. But it is also an opportunity to remain ambitious about what the next generation should be able to achieve,” says Ashkanani. Read more about women in tech From government-backed STEM initiatives in the UAE to thriving regional communities such as Women in Cybersecurity Middle East and Women in IT, the region is shifting the conversation from participation to influence . The Next Tech Girls event hosted women in technology to speak to young girls about how the industry is full of opportunity for their future careers . To help increase the number of women in technology, and prevent those already in the industry from leaving, the UK government has launched a Women in Tech Taskforce .