As AI transforms industries and workplaces, what is the greatest opportunity it creates for women, and what is the greatest challenge it presents?
At Sanofi, we’ve embraced AI agents in practical ways that enhance productivity. For example, our AI bot “Concierge” supports intranet communications and administrative tasks. Instead of manually coordinating meetings, we can simply ask the AI agent to schedule one. It checks participants’ availability, finds a suitable time, blocks calendars, and sends out invitations – all within minutes. What this really gives us is time.
The true value of AI agents isn’t just automation; it’s creating the space for people to focus on work that requires human judgment, creativity, collaboration, and leadership. Those are capabilities that technology can support but not replace.
AI has also transformed the way we work globally. Today, collaboration is no longer constrained by geography. Whether someone is in China, the US, Dubai, or India, AI-enabled tools make it possible for teams to work from anywhere and work together seamlessly across borders and time zones.
I also don’t believe AI will replace women more than men. The real shift is that individuals who develop AI skills will have a significant advantage over those who don’t. In many ways, it won’t be AI replacing people – it will be people who know how to leverage AI replacing those who don’t. That is why continuous learning and digital fluency have become so important.
Ultimately, the qualities that define exceptional leadership – empathy, creativity, ethical judgment, complex problem-solving, and the ability to inspire others – remain deeply human. AI can amplify our capabilities, but it cannot replicate them.
The World Economic Forum has consistently highlighted that women’s careers are more likely to be interrupted or disrupted than men’s. From your perspective as a male leader, what are the critical intervention points where leaders and organizations can meaningfully change this narrative?
We are entering a period of unprecedented change, with AI being one of the most significant disruptions reshaping the future of work. Today, almost every digital interaction has an element of AI embedded in it, and every professional, regardless of role or industry, is learning how to adapt.
For women, AI presents a unique opportunity. We know that women often face greater barriers in accessing C-suite and board-level positions. By automating routine and administrative work, AI can create something incredibly valuable – time. Time to focus on strategic thinking, leadership, innovation, and building influence. Used well, AI can become a powerful enabler of women’s career progression.
But technology alone is never enough. The way organizations introduce and govern AI is equally important. As HR leaders, our responsibility extends beyond deploying AI tools. We must help people understand why these tools are being introduced, what outcomes we expect, how they should be used responsibly, and where human judgment must always remain central. Clear communication, thoughtful policies, and continuous learning are essential to building trust and driving adoption.
I often see this in my own home. My daughter already uses AI for her school projects, just as many children today do. I always encourage her to see AI as a partner, not a substitute. I tell her to use her own thinking, creativity, and curiosity first and then let AI help do it better. That is the mindset we should all cultivate.
Ultimately, responsible AI is not a gender issue; it is a leadership issue. Whether we are men or women, AI should amplify human potential—not replace human judgment, creativity, empathy, or critical thinking. Those qualities will continue to define exceptional leaders in the age of AI.
If you were to look ahead to AI-powered workplaces in 2035, what role do you see women playing in shaping leadership, driving innovation, and influencing policy to ensure that the future of work is both equitable and inclusive?
My horizon is naturally aligned with Saudi Vision 2030, which has already set a bold agenda for transformation. If I were to look ahead, my aspiration is that AI becomes a catalyst for achieving true gender parity; not just in numbers, but in opportunity, leadership, and impact. While we have made encouraging progress, there is still meaningful work ahead, and AI can help us accelerate that journey.
I also believe our region has the potential to become a global pioneer not only in AI-driven innovation but also in building more inclusive workplaces and societies. The pace of digital transformation here is remarkable. Today, you can access healthcare, consult a doctor, order medicines, receive pharmacy guidance, and have groceries delivered all from your home. This digital-first ecosystem demonstrates how technology can simplify lives and expand access.
For women, especially those seeking education, upskilling, or greater workforce participation, AI has the potential to remove barriers that once seemed insurmountable. It can make learning more accessible, create personalized development opportunities, and connect women to careers and networks regardless of where they live.
Beyond individual empowerment, AI can also become an invaluable source of insight. It can help us analyze global trends, identify what is working in advancing gender parity, and guide policymakers and organizations in making more informed, evidence-based decisions.Ultimately, my hope is that AI becomes an equalizer—one that expands education, accelerates learning, creates greater opportunities for women to grow, and enables every individual to contribute to their fullest potential. If we harness it responsibly, AI won’t just transform the way we work; it will transform who gets the opportunity to lead.
