2025中东女性领导者展望

Middle EastWomen LeadersOutlook 2025 As traditional economic models evolve,women leaders are navigating growing pressuresand unpredictable shifts. Even amid uncertainty,their responses underscore the importance of staying grounded Leaders worldwide are facing deep uncertainty over the global economy.The economic system under which most countries have operated for thepast 80 years is being reset, and it’s not clear yet what the new rules willbe, according to the International Monetary Fund. Amid trade tensions,high policy uncertainty, and geopolitical unrest, economists arepredicting slower growth and higher inflation for 2025 than theyoriginally forecast. in what organizations can control: setting clear priorities,fostering strong leadership, and providing meaningfulsupport to top talent.” Women leaders are as susceptible as anyone else to these global forces.Against this backdrop, nearly half of the respondents in the Middle East(49%) said they felt they were under more pressure than before.Globally, the number was even higher, with 62% saying they feltunder more pressure. In the Middle East, only 46% of women leaders surveyed said they wereconfident or very confident the global economy would grow over the nextthree years. A majority said they either weren’t confident (20%) or wereneutral (35%), meaning they could not predict whether the globaleconomy would grow or not. Kholoud Mousa Partner,Head of Our Impact PlanKPMG Middle East In fact, this neutral response proved to be one of the most surprising andsignificant findings of the 2025 Women Leaders Outlook. When it comesto the global economy, there are simply so many variables and so manyunknowns that more than a third of women leaders locally (35%)and globally (38%) won’t even hazard a guess as to what will happen.In that context, the undecided third as we’ve come to think of it is arational response to uncertainty. As this report reveals, however, the same indecision appears in otherareas such as artificial intelligence (AI) and environmental, social, andgovernance (ESG) in response to questions that should have producedrelatively straight forward answers. In these cases, their responses can be seen as the canary in the coalmine. The neutral responses represent either a lack of strategyon the part of the organization, or a failure to communicate key strategiesto the organization’s leadership. These are areas where organizationsshould be absolutely clear on what they are doing and why, and yet theyrun the risk of following currents. The survey can therefore be understood as a call for more clarity onsome of the key topics that do remain within companies’ control,regardless of whatever uncertainty lurks outside their doors. Read on todiscover how women leaders in the Middle East are ensuring growth fortheir companies, responding to key issues such as AI and ESG, winningthe talent arms race, handling the negative aspects of being women inhigh-profile roles, and supporting the next generation of women leaders. Contents 06 02.A race for talent among strong local growth prospects10 03.Spotlight on the Middle East14 04.The potential and limitations of artificial intelligence18 05.A call for clarity on ESG22 06.Digital violence against women on the rise28 07.Supporting the next generation of women leaders32 09.About KPMG Middle East38 Surroundyourselfwithpeoplewhoreflectyourstrengthbacktoyou.Whetherit’smentors,yourteam,yoursisters,oryourday-ones—buildacirclethatupliftsyouandreminds youofyourlight.Becauseleadershipdoesn’thavetofeellonely.Andthetruthis,youdon’thavetofeel“ready”totaketheleap.Startscared.Startunsure.Juststart.Confidenceisn’taprerequisite—it’saresult.Everytimeyoushowup,speakup,andleadwithauthenticity,youbuildit.Youearnit.You’veworkedhardtobewhereyouare.Youdeserveyourseatatthetable.Don’tletanyone—includingyourself—makeyouquestionthat.” 01Mona KattanFounder and CEO, Kayali Keyfindings Key findings Women leaders in the Middle East 44%said artificial intelligence wasa top investment priorit 87% were confident or very confident their industrieswould grow over the next three years 45%said ESG had been fully integratedinto their businesses as a meansof creating increased value listed increased efficiency andproductivity as the top benefits of AI62% 60% 72% 65%had faced bias orstereotyping said their organizations were investingmore in people than technology predicted their organizations wouldsee a return on their AI investmentsin the next three years expect theircompanies to growby 2.5 to 9.9% overthe next three years64% 26%had been the victim of digital violence 74%said achieving gender equityin the C-suite would helptheir organizations meettheir growth targets 02 Aracefortalentamongstronglocalgrowthprospects “Doubtisjustasignyou’redoingsomethingbold—trustyourgut,stayanchoredinyourvalues,andbuildforwardanyway.” Despite the challenges facing the global economy, localwomen leaders are very confident about their loc