Research: Driving Change and Accelerating Growth

Gulf-based businesses are increasingly looking beyond their home markets to fuel the next phase of growth. Whether driven by national economic visions, saturation in domestic markets or the pursuit of global influence, international expansion is becoming a strategic priority for many Gulf-based organisations. This expansion is not limited to traditional markets.

This growth is based on a variety of international operating models, from hands-off financial involvement to full operational control. Each has its own implications and challenges for the business – and for HR.

In recent years, companies in the Gulf region have increasingly turned to mergers and acquisitions (M&A) as one strategy for international expansion and economic diversification.

Whilst M&A transactions offer greater speed to market and the potential for immediate revenue generation, they also demand deeper integration and alignment across people, processes and culture. For Gulf-based organisations expanding internationally – often in increasingly complex and large deals and sometimes into unfamiliar geographies or industries – these challenges are amplified. 

This research highlights key considerations for HR professionals supporting international growth and M&A, with a focus on outbound expansion from the Gulf due to the rapid scale of growth in this field. The report is structured as follows:

• Chapter One (introduction) sets the context for Gulf-based international expansion, outlining drivers, risks and HR’s critical role.
• Chapter Two explores different expansion models and their implications for HR, including key considerations around culture, talent, leadership and performance.
• Chapter Three focuses on HR’s role in M&A, from target identification to post-merger integration, and how HR can drive sustainable value.

The research is authored by CRF’s Jo Nayler. And sponsored by Headspring Executive Education and The Oxford Group.