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• From Excel Avoidance to Data Literacy: Rethinking HR’s Skills Gap [00:08:40]
Alex calls out a hard truth: Many in HR actively avoid data. But now, foundational analytics skills are non-negotiable. HR professionals must build comfort with tools like Excel and learn to back intuition with evidence.
• AI Adoption Without the Business Case: Why Waiting Kills Innovation [00:14:40]
Rather than proving ROI upfront, Alex argues for enabling experimentation and letting employees discover AI’s value on the ground. Telenor’s approach? Launch tools like Copilot and learn as you go.
• Data-Driven Doesn’t Mean Dehumanised: Ethical Boundaries in Analytics [00:22:00]
Alex shares how predictive turnover modelling was scrapped due to ethical concerns, underscoring why responsible use of people data matters as much as technical capability.
• Beyond the Dashboard: Listening Deeper with Survey Data [00:12:00]
In Bangladesh, slicing engagement data by tenure revealed hidden gaps in employee experience, proving that meaningful insights come when you go beyond surface-level scores.
• Trust Over Control: Rethinking Flexibility and Change Leadership [00:25:00]
Alex discusses the shift from rigid rules to leader-led enablement—why trusting managers and employees is the only sustainable way to shape the future of work.
In the digital age, leveraging data is no longer optional but imperative. The interplay between HR, analytics, and operations can unlock unprecedented organizational insights, as demonstrated by Alexander Bøe, Head of People and Operations at Telenor Asia. He highlights the transformative power of creating cross-functional teams, sharing,
“We were a finance person, a data scientist, and two HR people... sitting in a dark room to find something interesting."
This multidisciplinary approach not only enhances the depth and accuracy of analytics but also elevates organizational decision-making processes. By integrating distinct perspectives from various functions, companies can capture a more holistic view that transcends traditional HR metrics. This is crucial as Bøe notes, "A data scientist... can process the data in a week what might take an HR person a year."
“A data scientist... can process the data in a week what might take an HR person a year."
The impact of cross-functional collaboration extends beyond immediate results. It fosters a learning culture, arming HR professionals with a toolkit to confidently navigate and manipulate data. This readiness is pivotal as decisions increasingly rely on agile, data-driven methodologies, setting the stage for future-ready HR practices that cater to evolving business landscapes.
Change management remains a formidable challenge across industries, but it thrives on a foundation of truthfulness. As Bøe asserts,
“Truthfulness is the number one to change management,"
underscoring that transparent communication fosters trust and organizational cohesion during transformations. This approach demystifies change, aligns stakeholders, and mitigates anxiety, thus ensuring smoother transitions.
HR leaders are tasked with not merely executing change but orchestrating it in a manner that is comprehensible and reassuring. The imperative to "be visible... and explain where you are, why you're doing it," as Bøe suggests, resonates deeply in today's fast-paced work environments. Constant dialogue, adapted to the team’s vernacular, bridges the gap between strategic intentions and employee receptivity.
The COVID-19 pandemic served as a testament to this narrative. EngageRocket studies revealed a direct correlation between communication frequency and employee confidence, a notion Bøe echoes:
“If you have good managers, they are probably able to set routines for their team."
Indeed, communication transcends mere information exchange, morphing into a tool for empowerment and sustained morale.
In a rapidly evolving technological landscape, the adoption of AI hinges on an organization's cultural receptivity to innovation. Bøe's perspective challenges conventional ROI-centric views, offering a refreshing approach: "Instead of leading with ROI... let employees experiment and then show you the ROI."
“"Instead of leading with ROI... let employees experiment and then show you the ROI."
Experimentation is key. Organizations must foster an environment where employees can explore AI tools and processes without immediate pressure for quantifiable success. This involves providing robust training and infrastructure that empowers staff to creatively integrate AI into their daily functions. It’s not solely about cutting-edge technology but also about nurturing a mindset shift towards inquisitive and experimental work cultures.
Moreover, Bøe stresses the need for patience and organic growth in AI utilization, urging leaders to "enable some tools... if it gives us 10% pickup, maybe that's good enough." His insights compel organizations to embrace subtle, incremental progress that collectively propels transformative leaps within operational efficiency and innovation.
HR departments stand at the intersection of technological integration and human capital management, tasked with navigating complex but rewarding terrains of analytics, AI, and change management. Telenor’s strategies reflect broader trends as firms seek to harness the power of cross-functional collaborations, transparent communication, and experimental cultures.
Through a balanced embrace of technology and human-centric practices, organizations can transcend traditional HR confines, propelling forward a new era of impactful workplace dynamics. By emphasizing nuanced, data-informed strategies in tandem with fostering psychological safety and trust, businesses are poised not only to adapt but to thrive in the future of work.
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Alexander Bøe
Alexander Bøe is the Head of People & Operations at Telenor Asia, where he leads strategic HR and operational initiatives to enhance workforce agility and organisational performance across multiple markets. With over a decade of experience in human capital management, organisational design, and talent strategy, Alexander plays a key role in shaping the future of work in the telecommunications sector.
Before taking on his current role, Alexander served as CHRO at Telenor Infra, overseeing business transformation and talent strategy. His journey at Telenor has included pivotal roles such as HR Business Partner at Telenor ASA and HR Manager at TPC, where he was instrumental in building HR functions from the ground up, driving talent acquisition, mobility, and process optimisation. His expertise extends to recruitment transformation, workforce strategy, and business operations, honed through roles at Frontica Advantage and Aker Solutions.
Alexander holds a Master’s degree in Organisation, Leadership, and Work from the University of Oslo, where he specialised in labour law and organisational theory. His academic background in pedagogics has strengthened his approach to organisational learning, talent development, and leadership effectiveness.
Dorothy Yiu is the CEO & Co-Founder of EngageRocket, one of Asia’s top EX & people analytics platforms. She brings over a decade of experience in human resources, technology, and business strategy. Before co-founding EngageRocket, Dorothy was the Regional Head of Operations for Gallup, where she oversaw more than 100 large-scale consulting projects globally.
Recognised for her leadership in HR and technology, Dorothy was awarded Leader of the Year at the HR Vendors of the Year Awards 2024 by Human Resources Online. She was also named one of the Top 50 Asian Women Tech Leaders 2025. Dorothy holds two degrees from Singapore Management University under the Lee Kong Chian Scholarship and was named an SG Digital Leader by IMDA in 2024. She was also NTT’s Women of the Future nominee in 2022.