Mazin El Nagib
PR & Communications Manager - Middle East & Africa, Lenovo
In an increasingly interconnected world, understanding and embracing cultural differences isn’t just ideal—it’s essential. At Lenovo, the MOSAIC Employee Resource Group (ERG) is bridging cultural divides across Europe, the Middle East, and Africa, promoting empathy and unity within one of the world’s most diverse workforces.
Led by PR and Communications Manager Mazin El Nagib, MOSAIC is not only driving Lenovo’s DE&I initiatives but also setting a blueprint for how cultural intelligence can shape a more inclusive and innovative global workplace.
How did you get involved in setting up MOSAIC?
Diversity has long been valued at Lenovo, but diverse teams alone don’t guarantee success. ERGs are vital for nurturing diverse insights and fostering a sense of belonging. While we had robust ERGs for women, people with disabilities, and the LGBTQ+ community, we recognised the need for a group focused on cultural diversity. With over 100 countries and 2,000 native languages across EMEA, establishing MOSAIC became essential for deeper inclusion.
Why was getting involved important to you?
My role as PR and Communications Manager across the Middle East and Africa keeps me engaged with different cultures, but joining MOSAIC in 2021 was my first official role in D&I beyond communications. I’ve always been fascinated by culture, having lived in three countries and worked in two. Originally from Sudan, I moved to the UK at age ten, where I attended school and university before working for a few years. Now, I’m based in Dubai, and my life has been one of adapting to new places and people—from experiencing Sudanese culture as a child to navigating British mannerisms. I remember visiting Sudan as a teenager, where friends told me, ‘You’re British now,’ while in the UK, I sometimes wasn’t seen as fully British. Being in this role allows me to not only learn but also help others in Lenovo appreciate the richness and nuances of our cultural diversity, highlighting some of the subtle communication challenges our colleagues might face.
What’s the biggest insight your background has given you on inclusion?
Adaptability and resilience are key. Culture is fluid, revealing both differences and commonalities. Working globally means navigating diverse communication styles, and understanding cultural context can ease potential tensions—such as those related to punctuality or meal customs—fostering smoother interactions.
What is MOSAIC’s mission in Lenovo’s D&I strategy?
MOSAIC is all about building cultural competency and celebrating the diversity of our teams within EMEA, which strengthens Lenovo as an organisation. In our region, we realised that some employees felt they couldn’t be their full selves at work—cultural or religious practices were sometimes misunderstood. For instance, in the UK, it’s common to eat lunch in front of a colleague who’s fasting during Ramadan, whereas in the Middle East, people tend to avoid that out of respect. Similarly, some of our Muslim colleagues in the UK might get time off for Christmas but not for Eid. We aimed to raise awareness of these cultural nuances and create an environment where people feel comfortable asking questions without fear of offending others. Our first workshop focused on how to have respectful conversations about culture in the workplace, encouraging curiosity and understanding to bridge these differences.
How does MOSAIC practically build cultural competency?
We maintain an active Teams community of 500+ members who share cultural insights. In-person events, such as potlucks, allow team members to celebrate their heritage. We also invite external speakers to inspire new ways for Lenovo to break cultural barriers.
With International Day of Tolerance approaching, how important is tolerance to cultural competency?
Tolerance is essential to cultural competency, though it can sometimes feel like merely ‘putting up with’ something rather than embracing it. In its best sense, tolerance is about deeply understanding our differences and building cultural competency from a place of respect. Misunderstandings can easily happen, even over simple things; for example, if someone is five minutes late to a meeting, it might be seen as disrespectful in one culture, but in another, it’s entirely normal. Similarly, a person’s tone may be perceived as direct or even harsh in one country, yet perfectly acceptable in another. Tolerance encourages us to look beyond these surface misunderstandings to grasp the intentions behind them, viewing cultural differences as strengths. Ultimately, tolerance is about celebrating diversity across gender, sexuality, disability, and culture, creating a space where everyone feels valued. This is especially important in a global tech company like Lenovo, where our products must reflect the diversity of the people who use them. Achieving this requires actively building a team that represents those perspectives. It’s about realising that while people may be very different from us, there’s so much that connects us—and that shared respect is what brings us together.
What is the biggest shift you’ve seen around cultural D&I?
The biggest shift has been the openness to learning from colleagues across regions. Initially, I thought MOSAIC would mainly attract people of colour, but it has resonated with a broader audience interested in the value of cultural diversity.
What tools do you find useful in helping others raise their cultural competency?
I am working with ideas from Erin Meyer’s book The Culture Map, which examines the working styles of executives across multinational companies and how they communicate and collaborate. For example, in the UK, we tend to give indirect feedback, especially when it’s critical, whereas in Germany, there’s a stronger emphasis on direct clarity around such feedback. Recognising these nuances is vital to avoiding misunderstandings and fostering effective collaboration.
What still needs to happen to drive D&I forward and make it even more impactful?
ERGs must lead the way in building an inclusive culture. Diversity initiatives continue to evolve, from focusing on gender equity to addressing generational diversity. Inclusion mechanisms are crucial for retaining diverse talent; without them, organisations risk losing people who don’t feel a true sense of belonging.
