Turn engaged employees into next-gen CEOs; here’s how

This article has been originally published in Gulf Business and others.

To drive digital disruption and champion inclusive growth strategies, the region’s future leaders must embrace potential over years of service

The Middle East’s workforce is brimming with untapped leadership potential. PwC’sMiddle East Workforce Hopes and Fears Survey 2024 reveals that an impressive 67 per cent of employees are actively seeking promotion — a clear indication of their ambition and drive.

With the region’s young, tech-savvy talent pool, there’s fertile ground to develop the next generation of CEOs.

But are traditional leadership models empowering this transition, or are they holding back progress?

The evolving path to leadership

Historically, the path to the C-suite has often prioritised experience over innovation, rewarding tenure and traditional management styles. However, in today’s fast-evolving landscape, this approach is becoming obsolete.

Organisations that rely solely on conventional models risk losing pace with technological change and failing to tap into the innovative potential of younger, more digitally native employees. This disconnect could cause businesses to fall behind in understanding emerging market trends and meeting the evolving expectations of their workforce.

A region primed for leadership transformation

The region’s youth prioritise innovation more urgently than their global peers. This ambition will be the driving force behind the Middle East’s transformation agenda, demanding a new breed of leader — one who is agile, forward-thinking, and deeply attuned to the needs of their teams.

To drive digital disruption and champion inclusive growth strategies, the region’s future leaders must embrace potential over years of service.

But, the survey also points to an ‘action gap’: while innovation is recognised as essential, the steps taken to nurture it often fall short. This is where upskilling becomes a crucial lever, bridging the gap between ambition and opportunity.

Upskilling: A strategic imperative

Upskilling goes beyond merely teaching new technical skills — it’s about reimagining leadership development. Experiential, impact-focused programmes can mould leaders capable of navigating the complexities of today’s business environment.

To achieve this, organisations should prioritise three key areas: human skills, technical proficiency, and digital literacy.

Human skills — such as emotional intelligence, adaptability, and cultural awareness — are essential for leading diverse teams and managing complex stakeholder relationships.

Technical proficiency ensures leaders possess the industry knowledge and analytical capabilities required for informed decision-making. Meanwhile, digital literacy, including expertise in AI, data analytics, and other emerging technologies, is now non-negotiable for those steering digital transformation.

The role of digital transformation

The survey also indicates a promising trend: Middle Eastern employees are more aligned with future skill demands than their global counterparts. For example, 63 per cent of respondents believe AI will enhance their productivity, compared to 52 per cent globally.

This widespread enthusiasm for technology positions organisations in the region to fast-track leadership development through targeted upskilling initiatives.

In a world where business paradigms are rapidly shifting — from traditional networking to hyper-connected digital ecosystems, from physical boardrooms to the Metaverse — CEOs must not only adapt but also lead these changes within their organisations to drive sustained impact.

Building a future-based on continuous learning

A culture of continuous learning is equally vital for long-term success. When employees at all levels are encouraged to continuously develop their skills, businesses can expand their service offerings, take on more complex projects, and foster greater innovation. This holistic approach prepares individuals for leadership roles while enhancing organisational agility and competitiveness.

Identifying and nurturing high-potential talent should be a top priority.

Data-driven talent spotting, combined with accelerated development opportunities, can create a strong pipeline of future leaders who are well-aligned with the evolving needs of the business. This is particularly important in the context of the region’s nationalisation agendas, ensuring a steady flow of homegrown talent ready to take on leadership positions.

Preparing future CEOs

As the Middle East accelerates towards a more dynamic future, businesses must foster environments that not only support government agendas but also empower the next generation of leaders. However, preparing for the future requires more than just traditional training — it requires a proactive, strategic approach to leadership development.

Upskilling is the key to developing tomorrow’s CEOs – leaders who are emotionally intelligent, technically proficient, and digitally savvy.In a world that will undoubtedly look very different from today, the question for organisations is not whether to invest in upskilling, but how boldly and strategically they will embrace it.

The writer is a partner at PwC and a leader at PwC’s Academy Middle East.