Orchestrating Change: Dr. Ghalib Alhosni on Telecom’s Future, DEI Initiatives, and HR’s Ecosystem Role
We had the privilege of interviewing Dr. Ghalib Al Hosni, Chief People Officer, Omantel and Chairperson, OSHRM who is the opening keynote speaker at the upcoming 5th Edition of Digital Talent Ecosystem Dialogue taking place in Muscat. Dr. Ghalib Alhosni brings over 25 years of industry experience and his business-focused approach has been instrumental in developing and implementing corporate strategies that drive results and achieve organizational goals. Get ready to dive into a world where technology meets human potential, as Dr. Alhosni unveils the strategies that are shaping the future of work.
The Evolution of Telecommunications
Q: With more than 25 years of experience in the telecommunications industry, how have you witnessed its evolution? What do you see as the main challenges facing telecom companies today?
Dr. Al Hosni: Technology has been at the forefront in the last two decades, responsible for the exponential change we see today. Telecommunications remains the backbone infrastructure for all the advancements possible. On one hand, we have met consumers’ high expectations in terms of the speed and quality of our core products. On the other hand, we find ourselves competing with OTT players like Facebook and Google, who provide innovative and engaging communication solutions. Here, communication infrastructure takes a back seat, forcing the industry to adapt and change. Companies like Omantel have been investing in innovation and new business areas such as Cloud and Fintech. Overall, it’s a good competition and changing the face of the industry.
Managing Large-Scale Transformations
Q: You have extensive experience in leading organizational development and restructuring. What approach do you find most effective in managing large-scale transformations, particularly in terms of culture?
Dr. Al Hosni: Large-scale change and culture transformation require very focused and deliberate effort on three levels. The first would be the ‘Power of Context.’ Every change management project or effort needs a situation that demands change. Companies need to invest in ensuring this context is absolutely clear in organizations; people must understand the consequences of ‘not changing.’ If the context is powerful and clear within the organization, the second level is ‘The Significant Few.’ Especially in large organizations, there must be a few leaders of change who take it upon themselves to lead the change in their team. These few significant individuals can play the role of a connector, maven, and/or salesman for the whole organization. The last step involves marketing and communication, which ensures the stickiness, that people are always reminded of the context of the change and examples from The Significant Few.
HR's Role in Ecosystem Orchestration
Q: With the shift towards becoming ecosystem orchestrators, how can HR leaders best support this transition through talent management and skill development?
Dr. Al Hosni: Talent Management and Skill Development are critical to winning competition and ensuring economic sustainability for any organization, especially in technology companies. Given the rapid pace of change in terms of products and technology, HR leaders must view this from a comprehensive cultural perspective. The key question is: How can we build an organization that is self-learning, where people feel accountable for their own growth in learning and career? HR leaders can cultivate such a culture through tools like engagement and reward & recognition. HR should not only facilitate but also work as promoters for key courses, ensuring there is a buzz and recognition for people who take accountability in improving themselves.
The Importance of Diversity, Equity & Inclusion (DEI)
Q: You have emphasized internal customer experience and diversity, equity & inclusion (DEI). How do you see DEI initiatives contributing to the telecom industry's overall success?
Dr. Al Hosni: Our customers are society; everyone uses our products. In these situations, if a company is not diverse in its workforce at all levels, it loses perspective on a large customer base. Imagine a company where the marketing team is full of men while half of our customers are female. Imagine a product team full of very senior experienced people when more than 30% of our customers are less than 30 years of age and are going to be future long-term customers. I see DEI (Diversity, Equity, and Inclusion) as common sense and a must for everyone.
Professional Associations and the Future of HR Management
Q: As the Chair of the board of Oman Society of HRM (OSHRM) and a board member of IFTDO and ASHRM, how do you see professional associations' role in shaping the future of HR management?
Dr. Al Hosni: Professional associations play a crucial role in fostering coordination within business communities and talent. As the youth demographic grows, it becomes increasingly vital to address their needs and aspirations. Typically, governments devise and implement plans with the country’s talent market in mind, offering support at the policy level. However, professional organizations like ours have the unique ability to unite industries, policymakers, educational institutions, and talent on a single platform. This facilitates ongoing dialogue and collaboration that can lead to significant improvements. It provides opportunities to industries, policymakers, educational institutions to keep adjusting their plan and improving. Our involvement is instrumental in introducing new perspectives that drive incremental change. Additionally, by actively engaging with emerging talent and along with all stakeholders, we contribute to shaping a more dynamic and resilient workforce for the future.
Advice for Aspiring Leaders in HR
Q: Based on your experience, what advice would you give to young professionals aspiring to leadership roles in the telecom or HR sectors?
Dr. Al Hosni: I refer to it as ‘Open Space Leadership.’ It embodies a mindset that is boundless. For those with leadership aspirations, it’s imperative to envision beyond the confines of one’s immediate team. Consider the broader impact: how your team’s actions contribute not only to the success of your company but also to advancements within your country, region, and globally. In an era where technology has interconnected us all, this philosophy fosters innovation and embraces diversity. It serves as a daily source of inspiration and engagement that transcends routine tasks, encouraging leaders to cultivate an environment where ideas flourish and diverse perspectives are celebrated.
Embark on an inspiring journey into the future of work! Dr. Alhosni’s passion for shaping not just the workforce, but work itself, is contagious. Don’t miss the chance to learn more from Dr. Alhosni and the thrilling landscape of HR’s future. Together, let’s reimagine the world of work at Al Bustan Palace, Muscat on 24-25 September.
