How CEOs in the Middle East are making innovation part of everyone’s job

CEOs across the Middle East are reframing innovation as a company-wide responsibility, arguing that breakthroughs should emerge from daily routines as much as from dedicated labs. Past winners of regional innovation awards have described how they embed experimentation into hiring, metrics and operations while aligning teams behind customer-focused product development. Examples across the Gulf — from airlines and airports to digital identity programs and environmental players — show leaders pushing organizations to make measurable innovation part of everyone’s job.

"How CEOs in the Middle East are making innovation part of everyone’s job," reads the central theme driving conversations among senior executives in the region.

Executives point to concrete initiatives and institutional changes as evidence that innovation is no longer siloed. In the UAE, a government-backed digital upskilling effort titled the Digital Enablers Experts program aims to train technical teams to integrate UAE PASS services more efficiently and securely, illustrating how public- and private-sector leaders are equipping staff with new capabilities. Aviation companies are among those translating strategy into practice: Qatar Airways recently became the first airline to bring Starlink to a Boeing 787-9, while Etihad has moved to accept Jaywan for flight bookings — steps that reflect leadership choices to adopt emerging technologies to improve customer experience and operational resilience.

How leaders turn strategy into daily work

• Training and capability building: Programs like the Digital Enablers Experts show an emphasis on reskilling technical teams to support integration projects such as UAE PASS.
• Operational pilots and rollouts: Qatar Airways’ adoption of Starlink on the Boeing 787-9 demonstrates how airlines pilot new connectivity solutions to raise service standards.
• Payments and customer experience: Etihad’s acceptance of Jaywan for bookings signals CEO-level willingness to experiment with alternative payment rails.
• Sectoral innovation: Environmental groups such as Oman’s be’ah are targeting carbon credits from landfill emissions, reflecting an operational focus on monetizing sustainability actions.

Regional infrastructure and environmental examples further highlight how CEOs are expanding the remit of innovation. Abu Dhabi recently recorded the first-ever Olive Ridley turtle nesting on Saadiyat Island, an ecological milestone that has prompted cross-functional efforts across conservation, tourism and urban planning teams. In Sharjah, efforts to expand the innovation ecosystem aim to accelerate the development and commercialization of sustainable technologies. Riyadh’s King Khalid International Airport has launched a ‘Silent Airport’ initiative, an operational innovation intended to improve passenger experience and accessibility.

Leaders also draw from workforce trends: Gulf youth lead global averages in programming and digital skills, providing a talent base CEOs can mobilize to embed innovation practices across organizations. That mix of talent, targeted training and visible technology pilots creates a playbook for making innovation part of routine work instead of an isolated project.

Looking ahead, executives say continued progress will hinge on measurable goals and cross-functional incentives. By aligning performance metrics, investing in upskilling programs and approving early-stage pilots across customer-facing and back-office functions, CEOs can sustain momentum. The examples already under way — from digital identity integration to airline connectivity and environmental credit frameworks — suggest a shift from top-down proclamations to day-to-day practices that make innovation everyone’s job.