Creating real impact with AI: How CPOs can lead people-centered digital transformation

By @Tom Clarke and @Nicola Turner

Artificial Intelligence (AI) is rapidly transforming HR functions across the Middle East, streamlining operations and enabling highly personalized employee experiences. Yet, if trust in these technologies is not built from the very beginning, meaningful adoption of AI across the organization could be held back.

For example, studies have shown that AI can streamline HR operations by freeing teams up from 15–20% of transactional work. But its transformational value lies in its strategic impact which can only be realized if employees and leaders embrace AI from the onset. Building confidence in these technologies, and demonstrating their value transparently, is the critical first step for chief people officers (CPOs) seeking to harness AI as a driver of meaningful, lasting change.

In our previous article, we examined the complexities of AI integration and highlighted the often over-looked role of CPOs in guiding their organizations through these changes. In this second installment of our three-part series, we focus on how CPOs can cultivate organizational trust while redefining their roles in an AI-driven workplace.

The CPO at an inflection point

A 2024 Heidrick & Struggles survey reveals that 85% of organizations globally report readiness to embrace change, digital transformation, and the challenges of AI, yet nearly half acknowledge gaps in their organization’s technological readiness towards AI to scale effectively.

CPOs are uniquely positioned to bridge the divide between technological ambition and organizational readiness. Across the Middle East, the role of the CPO has been evolving from a traditional, operational role to a strategic function where people leadership is tightly interwoven into enterprise strategy. Employees cannot simply be told about AI transformation – they must experience it and believe in it. CPOs must now move beyond platforms and pilot projects to foster a workplace mindset that embraces AI, understands its purpose, and recognizes its value. They should lead the charge in developing a clear AI roadmap, establish employee buy-in; laying the foundation for long-term adoption, and ultimately, sustained competitive advantage.

In this article, we highlight three priority areas where CPOs must concentrate their efforts to build trust and drive meaningful adoption.

Priority #1: Start with transparent and clear outcome-driven story telling

Trust scales when the story is clear, consistent, and connected to purpose. Communication is the fuel of change management processes, and CPOs play a pivotal role in fostering healthy dialogue across all levels of the organization.

"Success depends on creating an open and transparent conversation," explained one people leader from the manufacturing sector. That means moving beyond technical briefings and status updates to a storyline that introduces AI tools in a way that clearly contextualizes their purpose and impact, to help employees understand the benefits and feel confident in adopting them. "We communicated our journey – what we planned, what we lost, and what we learned. This storytelling approach was key to our change management plan," the same leader notes.

A VP of people at a leading fintech firm in Saudi Arabia further emphasizes the importance of ensuring "transparency and inclusion from the start." This can be achieved, he explained, by "sharing real examples, highlighting efficiency gains, and actively involving impacted teams to show, not just tell, how AI enhances rather than replaces their work." Through crafting and sharing a compelling narrative, CPOs can further demystify AI, clarify its purpose, and help employees see where they fit into the organization’s AI-enabled future.

Framing AI as a shared journey, not a mandate, humanizes the transformation. For example, a multinational shipping and supply chain company captured short, authentic testimonials from CFOs to delivery drivers, illustrating how tools like route optimization saved valuable time and reduced friction. When employees can see themselves in these stories, adoption feels personal, practical, and easier to trust.

Priority #2: Empower AI champions

To drive successful AI adoption, CPOs must prioritize identifying, training, and empowering AI champions who can embed advocacy where work actually happens, making the process feel relevant to the wider workforce.

As the head of HR at a global software firm explained, “AI champions can showcase practical benefits and provide peer-to-peer support, building credibility while helping colleagues solve specific business problems through AI adoption.” By embedding these champions within teams, CPOs create a relatable support system that bridges the gap between leadership goals and daily workflows. For example, one company partnered with a local university and an AI provider to launch an internal AI Academy. A 90-minute pilot session not only clarified AI’s potential but also genuinely excited executives about how it could simplify and enhance their work. That initial spark can catalyze a culture of curiosity and continuous learning.

In fact, CPOs must serve as AI champions themselves. As a VP of people at the leading fintech firm put it, “CPOs shouldn’t simply push AI – they should lead it”. Demonstrating visible curiosity, experimenting with tools, and sharing lessons learned can help signal that AI is a strategic priority and not just a technical upgrade.

Priority #3: Structure change management and phase implementation

In designing the AI roadmap, a structured change management strategy that addresses the inherent complexities of AI deployment must be placed at the forefront of a CPO’s mind. Trust is strengthened by clarity and consistency, and transformational change doesn't happen overnight – especially when it involves technologies as complex and frequently misunderstood as AI. A structured, phased approach to change enables organizations to manage expectations effectively, address resistance proactively, and sustain long-term momentum throughout the adoption journey.

Effective change management begins even before the official rollout. A leader from a global wellness brand shared how he sparked curiosity by “creating a bit of buzz” emphasizing the importance of “involving the organization from the outset, which has a psychologically positive effect, eventually turning ego into collaboration.” This pre-launch engagement not only builds anticipation but also sets a positive tone for the transformation ahead.

After implementation begins, a multi-pronged strategy becomes vital for sustained success. The head of HR at a global software firm described his comprehensive approach: "Starting with high-level awareness, then following with detailed announcements and regular updates, coupled with thorough risk assessment, pilot testing, stakeholder engagement, technical readiness checks, and robust support structures.” This phased strategy, which began with small-team pilots, allowed the organization to observe impact before scaling. By reducing friction and enabling iteration at defined checkpoints, leaders were able to adapt based on real-time workforce feedback.

Gamification also represents a powerful, often underutilized lever in AI adoption. A leader at a major Middle East-based holdings company highlighted how “gamification is at the heart of AI – from driving collaboration to how sentiment is analyzed in conversations”. By turning AI adoption into a personalized, measurable experience, such as giving recognition for tool usage, showing progress dashboards, or tracking engagement trends, organizations can not only benchmark progress but encourage sustained participation in these AI initiatives.

That said, each organization’s phased implementation will look different depending on its level of AI readiness. As a people leader from the manufacturing sector shared, “We have categorized operations into different waves of capability building around AI and digital skills – underscoring that there is no one-size-fits-all”. As AI reshapes workflows, roles must adapt. A fintech VP of people emphasized that “upskilling and reskilling are now a major theme, even engineering roles are shifting in content and time allocation”. Here, the CPO’s expertise is essential in assessing readiness and the required skillsets for the long-term, customizing the change journey, and ensuring that each phase aligns with organizational needs. When people see credible pathways to growth, trust grows with them.