Inclusion, Digitalization, and New Competencies with Umran Beba

This month in our EdTech Türkiye Interview Series, we are honored to feature Ümran Beba, a global visionary and inspiring leader in the business world.

Drawing on her extensive international experience, we explore a journey that spans inclusion, digitalization, new competencies in education, and sustainable leadership.

In this interview, we invite you to discover new-generation definitions of success and the keys to professional development, all through the perspective of Ümran Beba—valuable for both organizations and emerging talent.

Hello Ms. Beba,

First of all, on behalf of EdTech Türkiye, we would like to thank you for making time in your busy schedule and accepting our invitation for this interview.
Let’s start with our first question: Could you share your inspiring career journey with us?

1. Can you tell us about your inspiring career journey?

My career started in Turkey. After graduating from Robert College, I earned my bachelor’s degree in Industrial Engineering at Boğaziçi University, followed by an MBA at the same university. My first professional experience was in market research. Afterwards, I held various leadership roles in global companies such as Colgate and PepsiCo—including positions in marketing, sales, human resources, and general management.

During my 25 years at PepsiCo, I served as President for Southeast Europe, Asia Pacific, and Middle East regions. I also held the roles of Global Head of Human Resources Systems and Operations, and Global Chief Diversity and Inclusion (DEI) Officer. In these positions, I led strategic initiatives in talent management, culture transformation, and leadership development at a global scale.

Today, as a partner at August Leadership, I focus on leadership development, executive recruitment, and diversity strategies. In addition, I am actively involved in social impact through the Beba Innovation and Entrepreneurship Foundation, which we established to support youth entrepreneurship and innovation skills.

My board experience includes independent directorships at international companies such as Bakkavor (London Stock Exchange), BIS Integrated Solutions, and Calbee (Tokyo Stock Exchange). I also serve on the Advisory Board of Mercy University’s School of Business and on the board of the International Youth Foundation.

Some key lessons and recommendations from this journey:

• View your career not as a “ladder” but as a “garden”—be open to exploring different areas.

• Focus on learning something new in every role, whether it’s technical skills or interpersonal relationships.

• Working across cultures makes you a more flexible, empathetic, and inclusive leader.

• Never stop investing in your own development. Self-awareness and continuous learning are essential for the future.

• Combining a drive for social impact with your professional career brings lasting fulfillment.

These experiences have enabled me to make meaningful, sustainable contributions in both the private sector and social responsibility fields. Today, I find great joy in using my accumulated experience to support the development of the next generation of leaders.

2. What role does the Learning & Development (L&D) function play in organizations’ sustainable growth strategies?

Learning & Development is no longer just a support function—it is a strategic lever at the heart of sustainable growth strategies. Elements such as talent development, change management, cultural transformation, and building leadership capacity all depend on the effectiveness of L&D. As a function shaping the future, L&D departments should design data-driven, personalized, and experiential learning pathways.

Recommendations:

• Position L&D as an integral part of business strategy.

• Integrate coaching, mentoring, and on-the-job learning models.

• Use talent mapping and learning analytics for effective targeting.

Case Example:
Microsoft made L&D a strategic priority by bringing together empathy-based leadership and digital skills programs. This not only helped them adapt to hybrid work but also led to measurable progress in employee engagement and continuous learning.

3. What competencies will be most critical by 2030?

As we approach 2030, the most critical competencies are not just technical skills but also human-centered leadership qualities: empathy, emotional intelligence, systems thinking, and digital fluency. As technology rapidly evolves, it must be balanced with a responsible leadership mindset.

Recommendations:

• Organizations should develop micro-skills programs and content focused on “future skills.”

• Build development pathways around critical thinking, adaptability, and empathy.

• Encourage social and experiential learning through learning communities.

Best Practice:
Unilever’s U-Connect program has already begun building 2030 competencies through competency-based learning pathways and sustainable leadership programs, with particular emphasis on empathy and agility.

4. Why has strategic workforce planning become so important?

Strategic workforce planning enables organizations to anticipate talent needs not just for today, but for the next 3-5 years. Proactive planning is essential for flexibility and sustainability in a volatile economic environment.

Recommendations:

• Develop future scenarios with talent gap analyses.

• Integrate L&D strategies with HR and digitalization plans.

• Define measurable performance and development metrics.

Case Study:
Amazon’s “Upskilling 2025” initiative aims to equip 100,000 employees with new skills, using nano-degrees, technical academies, and the ML University as part of its proactive approach to workforce planning.

5. How would you define ‘new leadership’?

The new leadership mindset centers on empathy, inclusion, psychological safety, and lifelong learning. Today, effective leadership is not just about making decisions but also about unlocking the potential of others.

Recommendations:

• Add “emotional intelligence” and a “coaching mindset” to leadership development programs.

• Make role model behaviors visible and actively support them.

• Foster a culture where leaders both give and receive feedback.

Case Study:
Netflix embedded empathy and feedback into its leadership development model, using in-house trainers and real-time feedback tools to weave “new leadership” principles into company culture.

6. How is data analytics transforming HR and L&D?

Data analytics is moving decision-making in L&D from intuition to measurable, targeted, and effective outcomes. Learning analytics enable the design of personalized development journeys.

Recommendations:

• Measure the impact of training not only by participation, but by performance data.

• Turn user data from learning platforms into actionable insights.

• Link L&D investments to business results.

Application:
SAP’s digital academy combines data and learning strategies to personalize content and track employee performance, making the ROI of learning investments tangible with analytics-driven development pathways.

7. How is digitalization affecting learning?

Digitalization has made learning more democratic, accessible, and rapid. Yet it also brings risks such as distraction, lack of connection, and superficial engagement. Technology is merely a tool; human-centered design is the key.

Recommendations:

• Diversify learning with mobile, gamified, and micro-content.

• Enhance experiential learning with VR/AR and simulations.

• Offer personalized content recommendations based on learner preferences.

Best Practice:
Salesforce’s Trailhead platform has made digital learning engaging, accessible, and sustainable through gamification, open access, and a badge system. Guided by the principle of learning for all, it highlights the democratic power of digitalization.

8. What is the impact of leading across different cultures on DEI?

Leading across cultures helps leaders recognize their own biases and develop a more inclusive perspective. Cultural intelligence (CQ) has become a core competency for today’s global leaders.

Recommendations:

• Provide intercultural training and awareness seminars.

• Intentionally include employees from diverse backgrounds in projects.

• Organize training on microaggressions and measure inclusion.

9. How do educational approaches differ between the US and Turkey?

In the US, education emphasizes technology, personalization, and equitable access, while Turkey still largely follows traditional, exam-oriented systems. However, there is a strong desire for change and transformation in Turkey.

Recommendations:

• Accelerate Turkey’s L&D ecosystem through public–private and university partnerships.

• Promote open-source and customizable learning pathways.

• Support the expansion of digital learning platforms to rural areas.

Example from Turkey:
Sabancı University stands out with open courses on digitalization and entrepreneurship, and with community-based learning models. University–private sector partnerships hold significant potential in Turkey.

10. What is your message to young talent?

For young people, a career is no longer a straight path but a journey full of discoveries. Those who use technology meaningfully, commit to lifelong learning, and blend knowledge from different fields stand out.

Recommendations:

• Start by understanding your own strengths and values.

• Gain leadership experience through volunteering and social responsibility projects.

• Find mentors, seek different perspectives, and stay flexible.

Ümran Beba’s insights once again highlight the vital importance of diversity, inclusion, and continuous learning in one’s career journey.
We sincerely thank her for sharing these valuable perspectives that inspire future leaders and organizations.

At EdTech Türkiye, we will continue to host pioneers from the world of learning and development. Stay tuned for our next interviews!