In business gatherings across the Sultanate of Oman, one question surfaces again and again: does success flow mainly from product, governance and performance — or from having the “right numbers” in your phone?
The question is not cynical; it is practical. Oman’s private sector is widening and maturing. Banking remains a cornerstone of the financial system, while energy continues to anchor value chains.
Yet as new leaders take charge and firms scale up, many entrepreneurs tell me that introductions and trust still open doors faster than pitch decks and spreadsheets.
There is nothing inherently wrong with that. Relationships are a form of social capital. In a relationship-based society like ours, trust can reduce uncertainty, speed decisions and help smaller firms be seen.
The issue is not relationships themselves, but how they are used. When relationships become a bridge to value, they are an asset. When they become a substitute for value, they are a liability.
Distinguishing the two is essential. Legitimate networks help businesses find partners, investors and clients. They do not replace a strong product, clear strategy or sound governance.
By contrast, practices that look like favouritism can dampen competition and discourage innovation. Most business people do not want that; they want fair access, predictable rules and timely decisions.
Three areas deserve careful, constructive attention. First, access to finance. When loans are assessed on data, cash flows and collateral, smaller firms gain confidence to invest. When lending appears to reward proximity rather than performance, promising enterprises can hesitate to grow.
Second, procurement and contracting. Transparent processes, clear criteria and timely feedback help suppliers improve and compete. Third, leadership appointments. When senior roles are advertised and selection standards are known, trust rises and results are easier to evaluate.
Oman Vision 2040 already points the way: a competitive, diversified economy built on transparency, capability and opportunity. The goal is not to erase relationships — that would be neither realistic nor desirable — but to align them with merit so they amplify, rather than replace, value creation.
What does this look like in practice?
• More open information. Publishing concise rationales for major procurement awards and senior appointments can improve understanding without adding bureaucracy.
• Data-driven finance. Expanding the use of credit information and supply-chain finance can widen access to working capital for SMEs, while keeping risk standards strong.
• Clear conflict-of-interest rules. Regular disclosures by boards and executives — with simple, practical templates — help prevent misunderstandings and support confidence.
• Support for start-ups. Targeted innovation challenges and pilot contracts for local solutions can bring new firms into value chains in a measured, low-risk way.
• Constructive feedback loops. Unsuccessful bidders receiving brief feedback are better placed to improve and succeed next time.
These steps are modest, implementable and consistent with international good practice.
Importantly, they respect Oman’s institutional context and the role of market regulators, public entities and financial institutions.
Culture matters too. Many Omani companies already model good practice: transparent hiring, published ethics codes and supplier-development programmes. Highlighting such examples — and learning from them — can be as powerful as new rules. When business leaders set the tone, teams follow. When teams follow, ecosystems shift.
For individuals, the lesson is simple and encouraging. Build your network — but build your value even more. Prepare thoroughly. Share data. Deliver on time. Communicate clearly. Relationships may open the first door; performance keeps the doors open.
For institutions, the path is equally clear. Make processes simpler and more predictable. Use technology to shorten timelines and widen participation. Reward quality and delivery. The result is the same for everyone: greater trust, better outcomes and faster progress towards the Oman Vision 2040 targets.
In the end, the winning market is not the one with the thickest address book. It is the one that converts knowledge, effort and relationships into measurable results — jobs created, exports grown, services improved. When connections and merit work together, Oman’s private sector becomes more dynamic, more inclusive and more resilient. That is a goal all of us — government, financiers and entrepreneurs alike — can confidently share.
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