Too often, HR is seen as the department of policies, payroll, and paperwork. But in reality, it holds the keys to culture, talent, and long-term business growth. In my recent conversation with a senior HR leader with over 15 years of experience across the GCC, one theme was unmistakable: HR isn’t a support function anymore. It’s strategy.
His own journey, from international diplomacy into HR, is proof that the most impactful leadership careers often take unexpected turns. What he discovered is that the future of business depends on how well we align people, culture, and vision.
A few insights stood out:
1. HR as Strategy, Not Transaction
Ali emphasizes that HR today cannot just be about policies or payroll. In fast-changing markets like the GCC, where nationalization programs and mega-projects shape the future, HR must actively source, develop, and retain talent while aligning with national visions like Saudi’s 2030. Leaders who still see HR as “support” risk missing the bigger picture: culture and talent are business strategy.
2. The Ingredients of High-Performance Culture
Ali distills it down to three deceptively simple elements: a clear vision, strong leadership, and continuous feedback/recognition. What resonated with me most was his insistence that vision without alignment is just wallpaper. Leaders can’t assume their people “get it” – they need to live it, explain it, and connect it to daily work.
3. Change is 80% People, 20% Process
One of the biggest pitfalls he sees in transformation efforts is rushing through the “people side of change.” Leaders obsess over technical rollouts but neglect engagement, communication, and support. His advice: bring employees into the process from day one. Resistance doesn’t happen because people hate change. It happens when they don’t feel part of it.
4. Technology as an Enabler, Not a Threat
Digital transformation is everywhere in HR, from AI-powered recruitment to data-driven performance management. But Ali warns against adopting tech for tech’s sake. The goal isn’t to replace humans; it’s to free them to do higher-value work and to create better employee experiences. Tech should serve strategy, not become strategy.
5. Continuous Learning as a Leader’s Edge
When asked what single action leaders should take today, Ali was clear: prioritize continuous learning and adaptability. The business landscape will keep shifting. What matters is whether you shift with it.
Lesson 1: Curiosity sparks opportunity
Notice the ideas others overlook. One spark of curiosity can redefine your path.
Final Takeaways for Aspiring Leaders
- HR is strategy. It’s not a back-office function — it drives culture, talent, and growth.
- Culture needs clarity. A high-performance culture rests on a clear vision, strong leadership, and continuous feedback.
- Change fails without people. Technical rollouts mean little if employees aren’t engaged from the start.
- Technology is an enabler. Use digital tools to free up people, improve employee experience, and make better data-informed decisions.
- Continuous learning is non-negotiable. Leaders who adapt and upskill stay ahead; those who don’t, get left behind.
- One size doesn’t fit all. HR strategies must be tailored to industry, culture, and organizational goals – copy-paste doesn’t work.
- Leadership development is succession planning. Building future leaders ensures resilience and continuity.
For me, Ali’s reflections are a reminder that leadership – whether in HR or beyond – is about creating conditions where people and organizations can evolve together. Titles and strategies change, but the fundamentals remain: clarity, connection, and the courage to keep learning.
👉 Question for you, leaders: Are you treating HR as a partner in strategy – or as a function in the background?
“Vision without alignment is just wallpaper“