AI Upskilling in MENA: Why Boardrooms Must Act

Now to Avoid Falling Behind

Your Company Name
August 3, 2025

Abstract
Artificial intelligence (AI) is transforming economies and reshaping work across the
Middle East and North Africa (MENA). Governments in the region have launched
ambitious strategies such as Saudi Arabia’s Vision 2030 and the United Arab Emi-
rates’ AI Strategy to harness the technology’s potential, yet many organisations still
lack the talent needed to realise these opportunities. This report builds a case for
urgent, board-level investment in AI upskilling by showing how AI will affect regional
businesses, how employees and leaders view the challenge, and how early adopters are
already benefiting. We draw on regional data, case studies, and global benchmarks to
argue that a well-designed training strategy is essential to remain competitive, retain
talent, and capture new sources of value.

1 Introduction: The Urgency of AI Upskilling

Artificial intelligence is no longer a futuristic concept for MENA economies; it is a present-day
driver of economic growth and competitive differentiation. Analysts estimate that AI will
add about $320 billion—roughly 11 percent of regional gross domestic product—by 2030 [3].
The region’s AI market is growing at nearly 45 percent annually, and enterprise spending
on AI systems in the Middle East, Africa and Turkey is projected to reach $7.2 billion by
2026 [3]. In parallel, up to 45 percent of jobs in MENA could be automated by 2030 [3], a
statistic that reflects both risk and opportunity. Organisations that reskill their workforce
can redeploy talent to higher-value activities; those that do not may struggle to remain
relevant.
Human capital is at the centre of this transformation. Nearly two-thirds of Middle
Eastern employees surveyed by PwC report that they need to learn new tools and technologies
just to perform their jobs [1]. The same survey found that 63 percent of workers foresee
technology disruption, while 54 percent also anticipate climate-change-driven shifts in their
roles [1]. Employee mobility is high: almost half of respondents are considering changing
employers within the next year, and 81 percent of professionals across MENA say they would
leave their current job if a better training opportunity arose [4]. These figures show that a
skills gap is not only a productivity issue but a talent retention risk.

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 Governments have taken notice. Saudi Arabia’s Vision 2030 and its National Strategy
for Data and AI set ambitious targets to create a knowledge-based economy. By 2024, the
Saudi Data and Artificial Intelligence Authority (SDAIA) had trained more than 779 000
citizens in data and AI skills—an effort that includes 9 775 specialists and 260 scientists [7].
The Future Intelligence Programmer initiative aims to train 5 000 students and has already
provided foundational courses to over 600 000 beginners and 6 000 specialists [5]. The United
Arab Emirates (UAE) has launched programs such as the One Million Prompters initiative,
which intends to train one million people worldwide in AI prompt engineering over three
years [6]. These national efforts illustrate the urgency of building AI capability at scale.
For business leaders, the challenge is to translate these macro trends into corporate
action. Surveys show that 65 percent of chief executives in MENA are actively pushing for
generative AI adoption, and 54 percent see advanced AI as key to competitive edge [3]. Yet
many companies still lack a coherent plan for talent development and find themselves stuck
between the promise of AI and the risk of falling behind. This report provides evidence and
guidance to help organisations move from analysis to action.

2 The Business Value of AI Capability Building

2.1 Productivity and innovation gains
Research on AI adoption shows significant productivity benefits. In a global survey of knowl-
edge workers, 75 percent reported using AI tools at work, and users said AI helps them save
time (90 percent), focus on important tasks (85 percent) and be more creative (84 percent)
[8]. Power users—those who employ AI extensively—report that it makes workloads more
manageable (92 percent) and boosts creativity (92 percent) while helping them feel more
motivated and engaged (91 percent) [8]. These outcomes translate directly into business
value.
AI also opens new avenues for innovation. MENA venture capital investment shows that
one in five start-up deals in 2024 went to AI companies, and funding jumped 66 percent
year-on-year [3]. Sectors such as finance, healthcare and telecom are experimenting with
generative AI for customer service, predictive analytics and content creation. In such con-
texts, employees need to understand AI fundamentals, prompting boardrooms to prioritise
training.

2.2 Retention and recruitment advantages

Upskilling programmes can significantly improve employee engagement and retention. Data
from the same global survey reveal that 66 percent of leaders would not hire someone without
AI skills, and 71 percent would prefer a less-experienced candidate who possesses them [8].
In MENA, workers are already voting with their feet: 81 percent of professionals would leave
their jobs for better training opportunities [4]. Investing in AI capability not only retains
existing talent but also broadens the pool of internal candidates who can fill critical roles,
reducing recruitment costs.

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2.3 Revenue and cost impact
Case studies demonstrate that AI upskilling can deliver measurable financial returns. Soft-
Bank’s Latin American portfolio companies partnered with Correlation One to launch the
Data Skills for All (DS4A) programme, training participants through real AI use cases. The
initiative produced an estimated $24 million in annual cost savings, achieved a 97 percent
participant retention rate and 100 percent project completion [2]. Such results underscore
that training is not a cost centre but an investment with clear ROI.
In the public sector, SDAIA’s national training programmes have built a talent pipeline
that supports Saudi Arabia’s goal of becoming a global AI hub. By providing hands-on
training to hundreds of thousands of students, government leaders, and specialists, SDAIA
is accelerating adoption across education, energy, healthcare and mobility sectors [7]. These
initiatives show how systematic training can scale capabilities quickly and support national
economic agendas.

3 What Leading Organisations Are Doing

3.1 National capacity-building programmes
Saudi Arabia has emerged as a regional leader in AI upskilling. Through SDAIA, the King-
dom has trained over 779 000 citizens in data and AI disciplines [7]. More than 590 000 young
nationals—including students and educators—have received technical training through part-
nerships with universities and global technology firms [7]. SDAIA’s 2024 Olympiad for
Programming and Artificial Intelligence enrolled 260 000 students from 10 000 schools, illus-
trating the breadth of its outreach [7]. These programmes align with Vision 2030’s targets
to train 20 000 specialists, create 300 AI start-ups and attract $20 billion in investment [7].
The Future Intelligence Programmer initiative, implemented in collaboration with the
Saudi Ministry of Education, further highlights the government’s commitment. The pro-
gramme aims to train 5 000 students in smart-car programming, machine learning and
computer vision, and is part of a broader effort that has already provided AI education to
over 600 000 beginners, 6 000 specialists and 170 experts [5].
In the UAE, the Dubai Centre for Artificial Intelligence has launched the One Million
Prompters initiative, which intends to train one million participants worldwide in AI prompt
engineering over the next three years [6]. The programme offers four modules covering AI
fundamentals, advanced prompt techniques, productivity enhancement and creative appli-
cations, with accredited certification upon completion [6]. It builds on Dubai’s prior digital
education efforts, including the One Million Arab Coders initiative and the Digital School,
which collectively aimed to democratise coding and digital literacy.

3.2 Corporate case studies and sectoral adoption

Corporations are also investing aggressively. SoftBank’s DS4A initiative not only delivered
$24 million in savings but also created a vetted database of AI-trained candidates, giving
portfolio companies access to a qualified talent pipeline [2]. In the United States and Europe,

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companies like Walmart and Microsoft have developed large-scale AI learning programmes to
reskill employees; these models can inform MENA organisations seeking to replicate success.
Regional sectors are adopting AI at different paces. According to surveys, 65 percent of
MENA CEOs are pushing for generative AI adoption and 54 percent see it as critical for
competitive advantage [3]. Investment is particularly intense in banking and telecom, where
AI chatbots and predictive analytics are already improving customer experience. Venture
capital data show that 20 percent of regional start-up deals in 2024 were AI-focused and
funding surged by 66 percent year over year [3]. However, digital infrastructure confidence
has dropped from 82 percent to 64 percent, signalling concerns about data privacy, cyberse-
curity and readiness for large-scale AI deployment [3]. Addressing these infrastructure gaps
is essential to maximise returns on training investments.

4 The Cost of Inaction

Organisations that delay AI upskilling face several risks. First, they risk missing out on
the economic gains expected from AI adoption. AI’s contribution to the regional econ-
omy—estimated at $320 billion by 2030—will accrue mainly to organisations that can deploy
the technology effectively [3]. A failure to train staff could relegate companies to the role of
technology consumers rather than innovators.
Second, companies will struggle to attract and retain talent. Surveys show that 61 percent
of Middle Eastern workers need new technology skills to perform their jobs and almost half
are considering switching employers within the next year [1]. At the same time, 81 percent
of professionals across MENA would leave for better training opportunities [4]. Firms that
do not offer robust upskilling risk becoming less attractive to skilled employees.
Third, employees may adopt AI tools independently, creating security and compliance
risks. Research by Microsoft suggests that 78 percent of AI users are bringing their own AI
tools to work without formal support from their employers [8]. When organisations do not
provide sanctioned platforms or training, employees can inadvertently expose sensitive data
or produce low-quality outputs, undermining productivity and brand reputation.
Finally, inaction undermines organisations’ ability to pivot during disruption. Global
studies indicate that skills will change by 50 percent by 2030 (and 68 percent when accelerated
by generative AI) [8]. If organisations do not reskill, they will find it difficult to redeploy
employees into new roles when automation eliminates existing tasks. By contrast, proactive
upskilling creates resilience and flexibility.

5 Building the Business Case

5.1 Comparing trained and untrained organisations
To quantify the benefits of AI upskilling, it is helpful to compare organisations that invest in
training with those that do not. Case studies suggest that companies with structured pro-
grammes achieve higher productivity, lower turnover and greater innovation. For example,
SoftBank’s DS4A initiative generated $24 million in annual savings and retained 97 percent

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of participants [2]. Participants delivered completed projects addressing real business prob-
lems, demonstrating immediate application of skills. Conversely, organisations that merely
adopt AI tools without training see minimal productivity gains and may experience employee
anxiety and misuse of technology.
Another comparison comes from employee sentiment. Power users of AI report feeling
more creative and motivated, and they save significant time, while sceptics—those with
little training—gain few benefits [8]. Training not only increases proficiency but also builds
confidence, making employees more likely to explore new use cases and innovate on behalf
of the company.

5.2 Quantifying retention and recruitment benefits

Retention improvements can be substantial. In MENA, 81 percent of professionals say they
would leave their job for better training [4]. Offering AI upskilling can reduce this intent and
foster loyalty. Training also broadens the internal pipeline: leaders note that 66 percent of
job candidates without AI skills are less attractive and 71 percent would hire less-experienced
candidates who do have such skills [8]. By training existing employees, companies avoid the
high cost of external recruitment and accelerate the time to proficiency.

5.3 Calculating productivity and innovation gains

An estimate of productivity gains can be made by considering the time saved through AI
adoption. Surveys indicate that AI users save up to 30 minutes per day—about 6 percent
of a typical eight-hour workday. If a company with 1 000 employees trains its workforce
and achieves similar savings, the recovered time equates to roughly 30 000 hours per month,
which can be redeployed toward higher-value tasks. Additionally, AI enables new product
development and service improvements, which can open revenue streams. These benefits
far exceed the cost of training programmes, especially when leveraging scalable e-learning
platforms.

6 The Cost of Inaction

While the benefits of AI upskilling are clear, the consequences of doing nothing are severe.
Companies that fail to invest in skills risk falling behind competitors who harness AI to
increase efficiency and create new products. The regional technology landscape is evolv-
ing rapidly: according to surveys, nearly two-thirds of MENA chief executives are actively
pushing generative AI adoption and more than half see it as a critical source of competitive
advantage [3]. At the same time, 60 percent of chief executives say that education systems
are not providing job-ready competencies, and 52 percent of workers expect their roles to
change significantly by 2028 [4]. Without organisational training programmes, employees
will lack the skills required for upcoming roles, and companies will miss out on the next
wave of AI-driven innovation. The venture capital market underscores the urgency: about
20 percent of all start-up deals in 2024 involved AI companies and funding jumped 66 percent

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year-over-year [3]. Firms that ignore AI skills risk ceding market share to new entrants and
more agile incumbents.
Talent attrition is another cost of inaction. Surveys show that 81 percent of professionals
across MENA would leave their current job for better training opportunities [4]. Leadership
dynamics reinforce this trend: 66 percent of hiring managers say they would not recruit
someone without AI skills, and 71 percent would prefer a less-experienced candidate with
those skills [8]. Organisations that do not invest in upskilling will therefore struggle both to
retain their employees and to attract new talent. High turnover brings substantial costs in
recruitment, onboarding and lost productivity, while a reputation for poor learning oppor-
tunities can deter top candidates.
Lack of training also creates operational and security risks. Research indicates that
78 percent of AI users bring their own tools to work because their employers have not pro-
vided sanctioned platforms or guidance [8]. This “bring-your-own-AI” behaviour exposes
organisations to unvetted software, potential data leakage and inconsistent output quality.
Without proper training, employees may inadvertently misuse generative models, propagat-
ing biases or producing inaccurate analyses. In highly regulated sectors such as finance and
healthcare, such errors can have legal and reputational ramifications. Proactive upskilling
mitigates these risks by teaching employees to use AI responsibly and ensuring that usage
aligns with corporate governance.
Finally, organisations that ignore upskilling forfeit a share of the enormous economic
opportunity that AI presents. Analysts estimate that AI will contribute about $320 billion
to the Middle East economy by 2030 [3]. On a global scale, generative AI could add as
much as $20 trillion to gross domestic product and save 300 billion work hours over the next
decade [5]. If companies do not develop the human capital to deploy AI effectively, they will
be unable to capture this value. Moreover, as up to 45 percent of jobs in MENA could be
automated by 2030 [3], failure to reskill workers could lead to widespread redundancy and
social disruption. By investing in training, businesses not only avoid these negative outcomes
but also position themselves to lead in the next era of digital transformation.

7 Regional Frameworks and Benchmarks

7.1 Saudi Vision 2030 and the National Strategy for Data and AI
Saudi Arabia’s Vision 2030 places digital transformation and AI at the centre of its eco-
nomic diversification. The National Strategy for Data and AI, unveiled at the Global AI
Summit in 2020, targets the training of 20 000 data and AI specialists, the creation of 300
AI start-ups and attracting $20 billion in investment by 2030 [7]. SDAIA’s capacity-building
initiatives—training hundreds of thousands of citizens, launching Olympiads, and support-
ing AI research—are core to this agenda. The plan also aims to boost Arabic-language AI
content through programmes such as the ALLaM Challenge, which attracted more than 200
global research teams616544633183832†L101-L103.

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7.2 UAE AI Strategy and related initiatives
The UAE’s AI Strategy (initially announced in 2017 and updated in subsequent years) seeks
to position the country as a global AI hub by integrating AI across government services
and economic sectors. The establishment of a minister of state for AI and the launch of
the National AI Program underscore the government’s commitment. Dubai’s One Million
Prompters initiative aims to train a million people in AI prompt engineering over three years
[6]. The programme provides four modules—covering fundamentals, advanced prompt tech-
niques, productivity and creative applications—with certificates awarded upon completion.
It builds on earlier digital education programmes like the One Million Arab Coders initiative
and the Digital School, demonstrating a long-term strategy to build digital and AI literacy.

7.3 Market benchmarks for skills investment

The executive education and corporate training market in MENA is projected to grow from
$5.0 billion in 2023 to $9.4 billion by 2030, a compound annual growth rate of 9.5 percent
[4]. The e-learning market is expected to hit $35.7 billion by 2030, growing at 12.8 percent
annually [4]. These figures indicate that organisations and governments are allocating sig-
nificant resources to skills development. They also signal a shift toward digital and blended
learning modalities, which offer scalable, cost-effective ways to train large workforces.

8 Recommendations for Building an AI-Ready Work-

force
Based on the evidence presented, we propose the following recommendations for organisations
seeking to build AI capability:

1. Develop a strategic skills roadmap. Conduct a workforce skills assessment aligned

with your AI strategy. Identify which roles will be most affected by automation and
where new skills will be required. Use the roadmap to prioritise training modules and
define measurable outcomes.

2. Start with foundational AI literacy. Ensure all employees understand basic AI

concepts, benefits and risks. Use scalable e-learning modules similar to those offered
in the One Million Prompters programme [6] and incorporate local language options.

3. Create role-specific learning paths. Beyond foundational literacy, offer special-

ized courses for data scientists, software engineers, product managers, marketers and
executives. Programmes like Saudi Arabia’s Future Intelligence Programmer provide
templates for how to tailor content to specific disciplines [5].

4. Combine online learning with hands-on projects. SoftBank’s DS4A programme

demonstrates the effectiveness of blending training with real business cases and com-
petitions [2]. Encourage employees to apply AI tools to company data and workflows
under expert supervision.

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 5. Measure and communicate ROI. Track key performance indicators such as time
saved, process improvements, innovation outputs, and employee retention. Communi-
cate these results to the board to sustain investment. Use case studies and benchmarks
from early adopters to set expectations.

6. Align with national initiatives. Work with government programmes such as SDAIA
or the Dubai Centre for AI to leverage public training resources and stay informed
about regulatory developments. Participation can enhance credibility and give access
to additional talent pipelines.

7. Build partnerships with educational institutions and technology firms. Col-

laborations with universities, vocational schools and global technology companies can
provide access to cutting-edge curricula, expert instructors and research partnerships.
Such partnerships help customise training to sector-specific needs and ensure that pro-
grammes remain aligned with the latest advances in machine learning, data governance
and human–computer interaction.

8. Develop leadership and change-management capabilities. AI adoption of-

ten requires rethinking workflows, organisational structures and performance met-
rics. Invest in leadership development to help managers communicate a vision for AI,
address employee concerns and champion experimentation. Equipping leaders with
change-management skills will accelerate adoption and foster a culture in which teams
feel empowered to test new ideas and iterate quickly.

9. Establish governance and ethics frameworks. As AI permeates business pro-

cesses, organisations must set clear guidelines for responsible use. This includes poli-
cies on data privacy, algorithmic fairness, transparency and compliance with national
regulations. Training should incorporate ethical considerations so that employees un-
derstand both the power and the limits of AI. Governance frameworks also provide
a foundation for auditing AI systems and ensuring that models produce reliable and
unbiased outcomes.

9 Emerging Trends and Future Outlook

The coming years will bring a surge of new AI capabilities and an even greater need for
workforce agility. Generative AI in particular is advancing rapidly: analysts project that
it could add up to $20 trillion to global gross domestic product and save 300 billion work
hours over the next decade [5]. Adoption is already widespread. A recent multi-country
survey found that more than half of employees use generative AI on a weekly basis, while
in Saudi Arabia the share of weekly users reaches 68 percent [5]. In the MENA region, AI
is a focal point for investors; about 20 percent of all venture capital deals in 2024 involved
AI companies and funding has jumped 66 percent year over year [3]. At the board level,
65 percent of chief executives are pushing generative AI adoption and 54 percent see it as
critical to their firm’s competitive advantage [3]. These trends signal that AI capabilities
will be embedded in virtually every function—from finance and marketing to supply chain

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and product design—and that employees must be prepared to collaborate with intelligent
systems.
Because technology evolves faster than formal education curricula, the skills required to
thrive are themselves changing. Microsoft’s 2024 Work Trend Index predicts that 50 percent
of current job skills will change by 2030 and that the pace of change will accelerate to
68 percent when generative AI is incorporated [8]. Workers are aware of this shift: 76 percent
of employees globally say they need AI skills to remain competitive, 69 percent believe AI
will help them earn promotions, and 79 percent think AI skills will broaden their career
opportunities [8]. Social signals echo the demand: the number of LinkedIn members adding
AI skills to their profiles increased 142-fold between 2022 and 2024 [8]. Such data suggest
that continuous learning will become a core part of professional life, and organisations that
cultivate a culture of curiosity and experimentation will attract ambitious employees.
To meet these emerging challenges, training methods must evolve as well. As noted ear-
lier, the executive education and corporate training market in MENA is forecast to reach
$9.4 billion by 2030, while the e-learning market will grow to $35.7 billion [4]. These in-
vestments are shifting training toward modular, digital and blended formats that can scale
quickly and be tailored to individual needs. Programmes such as Saudi Arabia’s Future
Intelligence Programmer and Dubai’s One Million Prompters show how governments are
experimenting with short, credentialed courses and open online programmes [5, 6]. For com-
panies, this implies designing flexible learning ecosystems that combine self-paced modules,
instructor-led workshops and project-based labs. It also means broadening access: ensuring
that women, youth and underrepresented groups have opportunities to acquire AI skills will
be essential to building an inclusive digital economy. Finally, as AI becomes more pervasive,
ethics, governance and human-centred design should be integrated into all training, so that
MENA organisations can innovate responsibly and build public trust.

10 Conclusion
AI is transforming the MENA region at a rapid pace, offering both promise and peril. The
region’s economic opportunity—estimated at $320 billion by 2030—will accrue to organi-
sations that can harness AI’s power [3]. But without a skilled workforce, this value will
remain out of reach. Employees themselves are aware of the challenge: nearly two-thirds
need new technology skills and are willing to change jobs to obtain them [1, 4]. Govern-
ments have taken decisive action through initiatives like Saudi Arabia’s SDAIA and the
UAE’s One Million Prompters, yet many companies lag behind.
This report has shown that AI upskilling delivers tangible business benefits—higher pro-
ductivity, cost savings, innovation and improved retention—while mitigating the risks of
automation and talent attrition. Case studies such as SoftBank’s DS4A programme demon-
strate that well-designed training can save millions of dollars and engage employees [2].
National programmes highlight the scale at which capability building must occur [7, 5, 6].
For boardrooms across MENA, the message is clear: acting now on AI upskilling is not
optional; it is a strategic imperative.
Organisations that invest early and align with government initiatives will secure a com-
petitive advantage, attract and retain talent, and help shape the region’s AI-driven future.

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Those who delay risk falling behind in a fast-moving landscape. By adopting the recommen-
dations outlined in this report, leaders can position their companies—and the region—for
sustainable, inclusive growth in the age of artificial intelligence.

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