At Al Thuraya Investments, we’ve been heavily investing in AI—externally and internally- across our subsidiary companies under the Al Thuraya Holdings Group. AI is going to drive major cultural shifts, particularly around decision-making. Can leaders handle this change? My answer is a resounding yes!
Since the dawn of the Industrial Revolution, the ultimate decision-making power has always been held by one person: the boss. The best leaders wielded that power wisely, gathering input, listening to differing perspectives, and then charting the path forward. Their decision was considered right, and questioning it was often unheard of.
But I believe we’re on the verge of a major shift in the corporate hierarchy—one in which AI will begin second-guessing leadership. AI's incredible capacity to process and analyze data is already challenging traditional protocols, and it's only the beginning. The average company invests $5 million annually in AI, while some larger firms spend up to $50 million per year. AI-driven decision-making is bound to transform workplace culture. At Al Thuraya Holdings, we recognize culture as crucial in successfully navigating this shift.
Initially, I had to gradually embrace this new approach to decision-making. To be clear, AI does not make decisions—it helps me understand things faster, allowing me to analyze data with speed and precision. As I see it, the process for leaders and employees will likely involve initial resistance ("We can handle this ourselves"), gradual acceptance ("Some of these recommendations are actually pretty good"), and eventually, advocacy ("This is really delivering great results"). This evolution happened to me, too.
AI thrives on exposure to data, which means its recommendations will become more precise and useful over time. This led me to embrace AI as an essential tool in our decision-making process. Naturally, conflicts can arise—particularly when executives lack the same access to AI-enabled insights that their teams have. This is why a blended approach is crucial: AI is powerful, but it must be balanced with human judgment. As with any "truth," AI recommendations must be verified, not just accepted at face value.
A blended approach is key to creating balance. Without it, management risks missing the insights of employees on the ground, potentially leading to disconnect and discord.
AI will impact workplace culture across industries—from security to healthcare, entertainment, and even sports. To facilitate these cultural changes, my approach has been to be transparent about how we use AI to benefit both the organization and individual employees. Transparency is critical.
In conversations with my team, I've emphasized the importance of upskilling to harness AI capabilities effectively. The next step is aligning our organizational strategy, including our Center of Excellence team, with these new capabilities.
Upskilling is essential—and as the saying goes, "Know what you don’t know." A lack of understanding at the management level is a serious issue, and this is one way to address it.
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