Olufunke Anne Alabi, a 2024 graduate of Teesside University, is becoming one of the promising advocates in the United Kingdom in the fields of business analytics and artificial intelligence. Her work is shaping how organisations use data to improve customer experience, workforce efficiency, and decision-making. In just two years, her research has gained global attention, attracting hundreds of citations across leading journals in management, social sciences, and technology. Her frameworks combine technical precision with social purpose, helping businesses use AI not only to compete but also to serve people better.
One of her most cited studies, “AI in Customer Feedback Integration: A Data-Driven Framework for Enhancing Business Strategy” (World Journal of Advanced Research and Reviews, 2024), has been referenced over eighty times. The paper outlines how artificial intelligence can turn customer feedback into strategic insight through sentiment analysis and behaviour modelling. It offers a simple yet powerful model for organisations struggling to extract value from the data they already collect. This research is highly relevant to the UK business landscape, where 36 percent of company leaders now use AI in marketing, but 35 percent still report lack of expertise as a major barrier. Alabi’s work gives them a clear path forward by showing how automation can transform raw feedback into actionable intelligence.
In “AI-Powered Customer Experience Optimization: Enhancing Financial Inclusion in Underserved Communities” (International Journal of Applied Research in Social Sciences, 2024), Alabi applies her expertise to social impact. Working with collaborators Nnenna Okeke, Abbey Igwe, and Onyeka Ofodile, she developed a model demonstrating how machine learning can identify excluded populations and personalise digital financial products for them. This aligns closely with the UK’s policy focus on responsible AI and the use of technology for public good. With financial exclusion still affecting many low-income and older populations, her research provides a framework for bridging that gap, supporting the UK’s drive toward inclusive economic growth.
Her publication “Customer Journey Mapping Framework for SMEs” (World Journal of Advanced Research and Reviews, 2024) has been equally influential. Small and medium enterprises make up ninety-nine percent of the UK’s business population but often lack the resources to implement advanced analytics. Her study offers a structured, low-cost framework that integrates customer feedback and sales data into a single dashboard, enabling small firms to track satisfaction and retention. This is critical in a context where full SME digital adoption could add up to £232 billion annually to the UK economy. Alabi’s model helps these businesses compete more effectively, narrowing the digital divide that limits productivity.
Her human resource analytics research connects data to employee engagement and organisational growth. In “The Impact of Workforce Analytics on HR Strategies for Customer Service Excellence” (World Journal of Advanced Research and Reviews, 2024) and “Predictive Analytics in Human Resources: Enhancing Workforce Planning and Customer Experience” (International Journal of Research and Scientific Innovation, 2024), she demonstrates that employee satisfaction and customer satisfaction are inseparable. Her models allow HR teams to analyse performance data, predict service outcomes, and plan workforce development proactively. In a UK market where only fifteen percent of HR departments have moved from testing AI tools to full implementation, her research provides a practical roadmap for adoption.
In “Human Resource Analytics as a Strategic Tool for Workforce Planning and Succession Management” (International Journal of Engineering Research and Development, 2024), Alabi addresses one of the most pressing issues for UK organisations—leadership continuity. The paper introduces a predictive model for identifying future leaders through indicators such as adaptability, collaboration, and consistency. This evidence-based approach supports better succession planning, particularly for sectors like healthcare and public service where leadership stability is essential.
Her “Omni-Channel Customer Experience Framework” (World Journal of Advanced Research and Reviews, 2024) takes on the challenge of creating seamless customer experiences across digital and physical platforms. With sixty-eight percent of UK households subscribed to at least one streaming or on-demand service, businesses must unify engagement across apps, websites, and physical stores. Alabi’s framework enables firms to integrate multiple data sources, ensuring that customers receive consistent service wherever they interact. As the UK’s AI-in-media market grows by an estimated thirty-four percent each year, her model can help media companies track audience feedback in real time and personalise content delivery more effectively.
Her research “Customer-Centric Quality Management: A Framework for Organisational Excellence in SMEs” (International Journal of Management & Entrepreneurship Research, 2024) modernises the principles of Total Quality Management for the digital era. Instead of focusing only on internal efficiency, it measures success through customer experience indicators, helping SMEs link operational performance directly to satisfaction levels. This shift reflects a wider change in the UK service sector, where user experience now defines quality more than traditional performance metrics.
Her collaboration “Conceptual Framework for Enhancing Decision-Making in Higher Education through Data-Driven Governance” (Global Journal of Advanced Research and Reviews, 2024) brings analytics into education policy. The paper introduces predictive dashboards that help universities manage budgets, monitor outcomes, and improve accountability. As the UK government calls for universities and regulators to develop sector-specific AI strategies, this work provides a model for data-informed governance that values transparency and measurable progress.
Most recently, Alabi’s attention turned to the digital workforce. In “Optimising Workforce Analytics: A Predictive Framework for Talent Acquisition in Emerging Markets” and “A Digital Talent Management Framework for Remote and Hybrid Workforces in the Post-Pandemic Era,” she tackles challenges arising from hybrid work. Her models offer cost-effective methods for managing dispersed teams, ensuring productivity, and maintaining employee engagement. These solutions support the UK’s national priorities on flexible working and digital skills development, both essential for a competitive and resilient economy.
In “Innovative HR Technologies: Transforming Expatriate Management and Immigration Services for the 21st Century” (International Journal of Multidisciplinary Research and Growth Evaluation, 2025), Alabi explores the role of AI in global mobility. The paper introduces a digital system that streamlines visa management and compliance, improving transparency for employers and employees alike. This is highly relevant to the UK’s need to attract global talent while maintaining regulatory efficiency in a post-Brexit labour environment.
Her work “Enhancing Policy Compliance and Governance in Educational HR Management in African Schools” (International Journal of Academic Management Science Research, 2025) develops a monitoring framework for ensuring that education policies are properly implemented. The same approach can benefit UK public institutions seeking to use AI responsibly while maintaining oversight and fairness, aligning with the government’s pro-innovation regulatory principles of safety, transparency, accountability, and fairness.
Alabi’s research addresses many of the UK’s pressing priorities. The AI industry is now worth over £21 billion, and nine in ten UK AI firms expect revenue growth in the next twelve months. Yet barriers remain: thirty-five percent of businesses cite lack of expertise, thirty percent highlight high costs, and twenty-five percent express concern about return on investment. Her work bridges these gaps. By providing practical frameworks that are easy to adopt and measure, she helps organisations move from curiosity to confidence in applying AI.
Her work extends across sectors. In higher education, her governance models enhance accountability. In HR, her analytics frameworks boost retention and profitability—UK firms using such tools already report twenty-three percent higher profits and eighteen percent stronger employee retention than those without data systems. In media and entertainment, her AI-powered feedback models can help UK broadcasters and streaming platforms understand audience behaviour, predict trends, and increase engagement, addressing Ofcom’s findings that younger audiences are shifting rapidly toward digital platforms.
Her approach to responsible and inclusive AI aligns perfectly with the UK’s regulatory direction. The government’s pro-innovation framework sets out five principles for regulators: safety, transparency, fairness, accountability, and contestability. Each of Alabi’s models embeds these values by design, ensuring that technology decisions remain ethical and transparent. Her studies on financial inclusion and workforce diversity add another layer of relevance, as they promote equal access and reduce bias in algorithmic decision-making.
When asked about her motivation, Alabi said, “My aim is to connect data, people, and purpose. Analytics should make decisions clearer, not more complicated. I want organisations to see data as a tool for empathy as well as efficiency.” Her view reflects the broader movement in UK innovation—technology used not for control but for understanding, progress, and inclusion.
Her frameworks also strengthen the UK’s competitiveness by supporting digital adoption across small firms and public institutions. They give structure to national goals led by Innovate UK, the Chartered Institute of Personnel and Development, and the Department for Science, Innovation and Technology. By equipping organisations with measurable, responsible models, her work contributes directly to the UK’s ambition to become a world leader in ethical AI and sustainable innovation.
The story of Olufunke Anne Alabi captures the essence of modern British innovation: technically advanced, socially aware, and globally connected. Her research provides a bridge between academic theory and real-world business transformation. As the UK navigates the complex future of artificial intelligence, her frameworks offer clarity—showing how AI can help organisations listen better, act smarter, and grow responsibly. Through her publications and collaborations, she is shaping a generation of thinkers and professionals who see data not as an abstraction but as a means to build fairer, more efficient, and more human-centred systems. Her work demonstrates that the real power of AI lies not in machines but in the people who use them with purpose.
