Diaa Mohamed Vice President, HR Global Services
Hewlett Packard Enterprise
Diaa Mohamed is Vice President and General Manager of HR Global Services in Hewlett Packard Enterprise.

With an organization comprising over five hundred employees, he is responsible for the development and delivery of HR services to all HPE employees worldwide.

Prior to this, Diaa most recently held the role of Vice President of HR for the Growth Markets Organization which consists of 72 countries from around the world.

Before joining HP in 2010, Diaa served as a Vice President of Human Resources for Middle East, North Africa, and South Asia at British Petroleum (BP) and as Regional Director of Human Resources for the
Middle East & Africa regions for Motorola.

Diaa holds a degree in Systems and Industrial Engineering and has attended extensive executive education programs from Cornell University, Michigan State University, London Business School, Cranfield School of Management, Thunderbird School of Global Management and Motorola University.

He has lived and worked in Egypt, Kingdom of Saudi Arabia, the United States, the United Kingdom and the United Arab Emirates.

An Egyptian national, Diaa is based in Dubai, United Arab Emirates where he lives with his family.

Day 1

18:55 PM Taking the Lead on Culture Management to Drive Employee Engagement and Boost Business Performance

Culture is generally defined as the values, beliefs, and behaviors that shape how real work gets done within an organization. Multiple studies show how enterprise culture has a direct impact on people’s behaviour, performance and productivity, innovation and customer service. Leadership behavior shapes culture, employee engagement and retention, which impacts customer service. When managed well, culture can drive business execution and ensure consistency across global enterprises. HR is in a privileged position to take the lead as a champion and communicator of culture across the organization.

This Panel Discussion will explore how organizations overcame challenges and failures when managing and re-shaping their culture, and moved to action, leveraging key cultural tenets and facilitating a “cultural evolution” that determined success during times of change such as mergers, acquisitions, new product launches and more:
  • Researching and measuring culture effectively to identify barriers and addressing best strategies
  • Revisiting implicit and explicit reward systems to create better employee experience and align expectations
  • Re-envisioning performance management to produce high-level engagement and boost productivity
  • Investing and building a culture of constant learning